I n v e s t i n g i n a B e t t e r To m o r r o w
2004
A N N U A L
R E P O R T
“We’re looking out for the best interests of new
home buyers and people renovating their homes.
We’re there for them. I love my job. Watching
Winnipeg prosper and seeing safe, new homes
being built for growing families is very rewarding.”
ARNI EINARSON, Housing building inspector, Planning, Property and Development,
13 years with the City
2004 ANNUAL REPORT
INTRODUCTION
2
Investing in a Better Tomorrow
4
Message from the Mayor of the City
5
2004 City Council and Senior Administrators
6
Message from the Chief Administrative Officer
THE YEAR IN REVIEW
8
Strengthening the Bottom Line:
The Business of Government
12
Redefining Our Downtown:
A Changing Neighbourhood and Skyline
16
Making New Connections:
Transportation and Infrastructure
18
Looking Out for Our Neighbours:
Health and Safety
22
Enhancing Our Lives:
Leisure and Environment
FINANCIAL
26
Financial Statement Discussion and Analysis
29
Responsibility for Financial Reporting
30
Auditors’ Report
31
Consolidated Financial Statements
48
Five-Year Review
POLITICAL AND ADMINISTRATIVE
56
Key City Contacts
1
Winnipeg is a great city. There is much
to be proud of. The City of Winnipeg, with
a workforce of about 8,800 employees,
is helping to build on that strong base,
investing in a better tomorrow. Its
employees take pride in the work they
do and in serving the community. This
annual report provides an opportunity
to see the type of work some of these
employees do.
Manitoba Cataloguing in Publication Data.
Winnipeg (MB). Corporate Finance Dept.
Annual Report.
Annual Report year ends December 31.
Continues: Winnipeg (MB). Finance Dept. Annual Report.
ISSN: 1201-8147 = Annual Report-City of Winnipeg.
1. Winnipeg (MB) - Appropriations and expenditures-Periodicals
2. Finance, Public - Manitoba-Winnipeg-Periodicals
HJ9014.M36W56 352.1710912743
I n v e s t i n g i n a B e t t e r To m o r r o w
PA R T N E R S ,
PLANNERS,
INVESTORS.
Winnipeg’s history has been written by people
from all over the world, who gave their time,
talent and energy to make this a great Canadian
city. As a civic government, we believe that the
families, firms, and individuals, who choose to
invest in Winnipeg today, deserve partners who
help them make the most of that investment.
Our plan to be a good partner to citizens is Plan Winnipeg:
2020 Vision, the community’s plan. It commits us “to be a
vibrant and healthy city, which places its highest priority
on quality of life.” Across the whole spectrum of city life,
Winnipeggers have spoken about the future they see: a
vigorous downtown and vital neighbourhoods, healthy
development and a strengthened infrastructure, safer streets
and communities, and an ever more beautiful city, where
there’s always something fun to see and do.
Plan Winnipeg calls on civic government to provide sound
management, excellent service and partnership in economic
development. We take that call very seriously; we want
everyone who invests in Winnipeg – with capital, creativity
or the confidence to make this their home – to know they’ve
made the right decision.
We have done some significant work over the last several
years to live up to Plan Winnipeg’s vision of prudent, efficient
government. Since 1990, the civic workforce was reduced
from 11,000 employees to fewer than 8,800. In 2004, the
City of Winnipeg continued to achieve significant operational
efficiencies, and was able once again to produce a balanced
budget with no tax increase: the seventh year in a row that
property taxes were frozen or reduced. While frontline
services have been maintained, the civic government is
consuming far less of Winnipeg’s wealth, proportionally, than
it did in 1992 – this consumption has dropped from 4.5%
to 1.8% of the City’s Gross Domestic Product.
These decisions have given citizens more scope to invest in
Winnipeg itself; they help improve the City’s already clear
attractiveness as a place to do business. Our central location,
highly skilled workforce, diverse economy and low cost of
doing business make Winnipeg truly a “value city.” Civic
government is determined to add to that value.
Millennium Library and the new Manitoba Hydro building
(construction to start in 2005). The City has partnered
with CentreVenture to encourage Credit Union Central of
Manitoba’s construction of its new corporate headquarters,
and opened Waterfront Drive in 2004, which triggered
$48 million in residential and commercial development.
The City of Winnipeg has a plan, Plan Winnipeg, that is the
focus of every business plan in every department. Planning
enables the City to focus on what Winnipeggers want, and
what the civic economy needs. Like citizens, civic government
is a partner in planning, investing and preparing for a
better future.
Investments in civic infrastructure, to enhance the quality
of life Plan Winnipeg envisions, have been strategic.
In the 2004 budget, the City invested $219.5 million in
infrastructure projects, including $38 million on street
renewal and $26 million for a water treatment plant.
The City of Winnipeg has been a facilitator or partner for a
number of downtown projects such as the MTS Centre, the
3
“I loved being a member of the
Bike Unit. The Bike Unit is an
active way of policing. Members
of the unit are dispatched citywide and answer to all types
of calls for service.”
MAXINE SECH, Winnipeg Police Service,
10 years with the City
L to R - Doug Bailey, Winnipeg Police Service;
Maxine Sech
Message from the Mayor of the City
The year 2004 was one of transition for the City of Winnipeg,
as people took the opportunity to provide me with the chance
to bring a new vision and a new course to City Council.
Winnipeg is a city at a crossroads. It has worked hard to
create growth and momentum, while at the same time it has
identified major issues that can no longer be passed to future
generations. In this environment, there are many challenges
and opportunities to be considered. I have committed my first
months in office to ensuring the priorities of City Council are
established so the city can make the most of both.
It is with these priorities in mind that I fought to see some
$43 million directed towards our long-ignored community
and recreation facilities. It is with these priorities in mind
I established a commission to identify and eliminate the red
tape that does so much to slow the development of business
in the City of Winnipeg and inconvenience its citizens. In
order to succeed, Winnipeg must be a city that is open to
business, and for business.
I have also worked with other governments to establish a new
level of funding to address our critical infrastructure needs
– particularly on our roads and bridges, many of which have
been neglected for too long.
Of course, there are several achievements to reflect on as
well. In 2004, a new downtown began truly taking shape, with
the launch of several privately-funded condominium projects
along Waterfront Drive, as well as the grand opening of the
stunning new MTS Centre. The development of Red River
College’s downtown campus on Princess Street has entered
its final phases, and construction is now under way on a new
headquarters for Manitoba Hydro on Portage Avenue.
Financially, Winnipeg continued along the right track this past
year, maintaining a property tax freeze while the administration found ways to deliver services within existing budgets.
In these important areas I have moved to put a foundation in
place so that I can work with City Council to build a Winnipeg that recaptures the imagination and spirit it once enjoyed.
Together with my colleagues on Council, and with the
support of the City Administration, we can work to create
a true ‘City of Opportunity’ for all.
Sam Katz, Mayor of the City of Winnipeg
2004 CITY COUNCIL
Mayor Glen Murray resigned May 11, 2004
Jenny Gerbasi, Fort Rouge - East Fort Garry Ward
Mayor Sam Katz sworn into office June 24, 2004
John Angus, St. Norbert Ward
• Chairperson, Standing Policy Committee on
Public Works resigned as Chair January 2004
• Chairperson, Alternate Service Delivery Committee
commencing Oct. 19, 2004
Donald Benham, River Heights - Fort Garry Ward
sworn into office June 24, 2004
• Chairperson, Standing Policy Committee on
Protection and Community Services
until Oct. 19, 2004
Harry Lazarenko, Mynarski Ward
• Deputy Speaker
• Chairperson, Riverbank Management Committee
Mark Lubosch, North Kildonan Ward
• Secretary of Urban Environmental Strategies
commencing Oct. 19, 2004
Bill Clement, Charleswood - Tuxedo Ward
• Chairperson, Standing Committee on Fiscal Issues
Peter De Smedt, St. Charles Ward
• Chairperson, Standing Policy Committee on Property
and Development commencing Oct. 19, 2004
• Chairperson, Standing Policy Committee on
Downtown Development commencing Oct. 19, 2004
Jae Eadie, St. James - Brooklands Ward
• Secretary for Governance Reform until Oct. 19, 2004
• Chairperson, Standing Policy Committee on Public
Works commencing Oct. 19, 2004
Franco Magnifico, St. Boniface Ward
sworn into office June 24, 2004
Harvey Smith, Daniel McIntyre Ward
Garth Steek, River Heights – Fort Garry Ward
resigned May 14, 2004
Gord Steeves, St. Vital Ward
• Acting Deputy Mayor
• Chairperson, Standing Policy Committee on Public
Works commencing Jan. 28 until Oct. 19, 2004
• Chairperson, Standing Policy Committee on Protection
and Community Services commencing Oct. 19, 2004
Lillian Thomas, Elmwood - East Kildonan Ward
• Secretary of Intergovernmental Affairs
until Oct. 19, 2004
• Chairperson, Red Tape Commission
• Secretary of Urban Aboriginal Opportunities
Mike O’Shaughnessy, Old Kildonan Ward
Daniel Vandal, St. Boniface Ward resigned May 14, 2004
commencing Oct. 19, 2004
• Speaker of Council
• Chairperson, Secretariat Committee of Council
Mike Pagtakhan, Point Douglas Ward
• Chairperson, Standing Policy Committee on Property
and Development commencing May 14 until Oct. 19, 2004
• Deputy Mayor commencing Oct. 19, 2004
• Chairperson, Alternate Service Delivery (ASD)
Committee until Oct. 19, 2004
commencing Oct. 19, 2004
• Deputy Mayor until May 14, 2004
• Chairperson, Standing Policy Committee on Property
and Development until May 14, 2004
Russ Wyatt, Transcona Ward
• Chairperson, Rapid Transit Review Task Force
commencing Oct. 19, 2004
5
2004 SENIOR ADMINISTRATORS
Annitta Stenning
• Chief Administrative Officer
Robert P. Gannon
• Chief Financial Officer
Cliff Jeffers
• Chief Information Officer
• Acting Chief of Human Resources
and Corporate Services
Shannon Hunt • City Auditor
Richard Kachur • City Clerk
Rick Borland
• Director, Winnipeg Transit
Jack Ewatski
• Chief, Winnipeg Police Service
Harry Finnigan
• Director, Planning, Property and
Development
Bill Larkin
• Director, Public Works
commencing July 5, 2004
Barry MacBride
• Director, Water and Waste
Brian Moore • City Assessor
Wes Shoemaker
• Chief, Winnipeg Fire Paramedic Service
Ursula Stelman
• Director, Community Services
Message from the CAO
As City staff, we are given an exciting opportunity to work
with Council and our community to achieve positive change.
We take great pride in being both committed citizens and
dedicated professionals: who we are is at the heart of what we
do – and a vibrant, prosperous Winnipeg is close to all
our hearts.
In 2004, we welcomed our new Mayor and two new members
of Council, and the infusion of new ideas and enthusiasm
they brought with them. Our task is to provide sound advice
and professional skill in implementing Council’s policies,
while continuing to strive for the highest standards in the
provision of the services on which Winnipeggers rely. With
Plan Winnipeg 2020 as our guide, that is exactly what we are
working to do.
Annually, each one of our departments undergoes an
extensive business planning process, to spark innovation and
to seek efficiencies. The core of all our business planning,
though, is respect; respect for our fellow citizens, respect
for the importance of the services we are entrusted with
providing and respect for the resources that are in our care.
We are keenly conscious that we are stewards of hard-earned
community resources. We have worked hard to help Council
achieve its fiscal goals, and we are proud that both Moody’s
and Standard & Poor’s have reaffirmed the City’s credit
rating, at Aa2 and AA, respectively.
Looking ahead, we know that strategic investments are
needed to ensure that Winnipeg is the kind of city all of us
want it to be. Over the past year, we have continued to invest
in the people and programs that will help us to remain leaders
in providing excellent service to the public.
Winnipeg’s civic workforce has undergone tremendous
changes. Since 1990, it has been reduced by over 2,000
employees. Of those remaining employees, 50% will be
eligible to retire in 2010. These are our service providers, the
people who help keep the city clean, safe, and beautiful. We
have to ensure the community of quality service to citizens,
and so we are investing in our people, our civic workforce.
We are investing in employee training and education, through
programs like our City/CUPE Joint Education Fund, which
supports everything from foremen’s training to advanced
computer skills. We are supporting our employees with better
computer technology; the Connexus project, completed in
2004, offers employees in many departments new, more
powerful tools with which to do their work. Our Safety,
Health, and Organizational Wellness initiative, launched in
2004, is designed to reduce workplace injury and illness, and
promote healthy lifestyles amongst staff.
A healthier, better-trained, better-equipped workforce will
serve Winnipeg better. As will a workforce that is clearly
committed to things that matter to Winnipeggers. In 2004,
we began converting our workplace to a competency-based
model. We are explicitly identifying the skills, knowledge
and attributes that we need in every position and across
the organization, to provide excellent service to the public.
This initiative will help us to recruit, train and manage our
performance more effectively. Every civic employee will
know that we are committed to innovation, customer service,
results and accountability.
Investing in our people is an investment in our service capacity, which we have made on behalf of citizens. In 2004, while
continuing to achieve significant efficiencies, we also continued to invest in programs which matter to Winnipeggers,
which you can read about in the pages of this report.
The City has invested in improvements to the North End
Pollution Control Centre and the reconstruction of Main
Street. The Kenaston Underpass is proceeding, and our
flood-readiness was improved with the completion of a
five-year dike improvement project. The Winnipeg
Police Service has converted to computer-aided dispatch
and expanded its community patrol model; the Fire
Paramedic Service purchased new thermal imaging cameras
and mobile decontamination units, so they are better
equipped to assist at the scene. In 2004, recycling became
easier than ever before and “Permits X-Press” is reducing
red tape for homeowners and industry professionals.
In every area for which we are responsible, we are working to
manage prudently, invest wisely and advance Council’s agenda
for a better future for Winnipeg. With the help of many
partners in the community, I am sure we will succeed.
Annitta Stenning, Chief Administrative Officer
7
“I love what I do. I love working with
people, and the diversity of what
we deal with here. People come in
with a plan, whether they’re building
a deck or the MTS Centre, and we
help make it real. We get to share in
their excitement and enthusiasm for
the project. If there are questions or
concerns about the process or the
flow, I’m here as a trouble-shooter
for the staff, developers, contractors
and the public.”
LORI CHERNIAK, Zoning and Permits customer relations
supervisor, Planning, Property and Development,
25 years with the City
Strengthening the Bottom Line
THE BUSINESS OF GOVERNMENT
In 2004, the City of Winnipeg continued its focus
on improving customer service – whether it was
investing in its workforce, making it easier to do
business with the City, accessing City services,
ensuring Winnipeggers got more for their
taxpayer’s dollar or simply improving internal
processes to be more efficient. Such initiatives
resulted in a growing recognition of the highquality work being done by City employees.
Permits X-Press – Aimed at reducing red tape and
speeding up the process to get a building permit, Permits
X-Press is being phased in over two years. In December
2004, 70% of contractors surveyed indicated they had
noticed improvements over the previous six months. Among
the changes were: separate customer service areas for
homeowners and industry professionals, an appointment
system for industry professionals, enhanced staffing during
peak construction periods, an enhanced Web site, a better
application process for commercial projects, improved
application status updates and new payment options for
registered contractors.
Special Operating Agencies – The City of Winnipeg,
which broke new ground in becoming Canada’s first city
government to take a more entrepreneurial approach to doing
business, currently has four Special Operating Agencies or
service delivery units, which are bottom-line driven. In 2004,
Animal Services, the City’s first SOA, increased its revenues
by 49%.
More Efficient IT Hardware Platforms – Removal of
the old technology “mainframe” computer and moving key
computer systems to more efficient and effective hardware
platforms has ensured that disaster-resistant systems, on
which the City’s minute-to-minute operations increasingly
depend, can be made continuously available.
GIS Technology – Corporate IT helped the Insect
Control Branch in the fight against mosquitoes –
using Web-based GIS (Geographic Information Systems)
applications to monitor wet areas for possible treatment and
follow-up, as well as to monitor crew activity. Using in-house
GIS technology, CIT also helped Winnipeg Fire Paramedic
Service to perform “what if” scenarios involving theoretically
relocating stations to achieve improved response times.
PeopleSoft – In April 2004, Connexus, one of the
largest technology projects undertaken by the City, was
completed on-time and on-budget. Providing enhanced
reporting and analysis capabilities, the PeopleSoft system
• 2004 AWARD FOR ORGANIZATIONAL COMMITMENT TO
WORKPLACE LITERACY AND EDUCATION from the Canadian
Association of Municipal Administrators (CAMA) for
the City/CUPE Joint Education, Training and Staff
Development Fund.
• 2004 INTERNATIONAL TELECOMMUNICATOR OF THE YEAR
AWARD from the 16,000-member Association of Public
Safety Communications Officials for one of Winnipeg
Police Service’s communications operators.
• ARTHUR G. HAYDEN MEDAL FOR OUTSTANDING ACHIEVEMENT
AND INNOVATION in special-use bridges from the
Engineering Society of Western Pennsylvania for
Esplanade Riel, Manitoba’s first cable-stayed bridge.
• CANADIAN ARCHITECT MAGAZINE 2004 AWARD OF
EXCELLENCE for the Millennium Library as a “signature”
building for the city.
• CANADIAN URBAN TRANSIT ASSOCIATION NATIONAL AWARD FOR
EXCELLENCE to Winnipeg Transit for providing public
information utilizing new technology through its Web site
and the NAVIGO Trip Planner.
9
allows the City to manage its human resource, finance and
budgeting processes and achieve greater efficiencies.
Awards of Recognition – In 2004, the City of Winnipeg
received local, national and international recognition for the
quality of its work and performance:
• DISTINGUISHED BUDGET PRESENTATION AWARD
from the Government Finance Officers Association, a
Chicago-based association of 14,000 government finance
professionals.
• BEST PUBLIC WORKS WEEK in Canada presented by the
Canadian Public Works Association for the third
consecutive year for Winnipeg’s Public Works Expo.
• PEOPLESOFT FINANCIAL MANAGEMENT TRAILBLAZER AWARDS
for the Connexus Project, the largest technology project
ever undertaken by the City.
• 2004 CANADA POST LITERACY AWARDS finalist for
community leadership to the City/CUPE Joint Education,
Training and Staff Development Fund.
Competency-based Model – In 2004, the City initiated
a move to a competency-based model for its workplace
to help concentrate on what it does, how it does it and
what it needs to do to be more successful. Identifying
key competencies or success factors will enable the City
to focus on learning and development opportunities for its
employees, employee work planning and performance,
succession planning and recruitment, selection, hiring
and promotion activities.
Creating A Diverse Workforce – One of the City’s main
challenges for the future is to be a workplace of choice. By
making a commitment to equity and diversity, the City is
fostering a positive environment that will lend itself to
“I love people and taking responsibility for my work. I get to
work on everything from helping someone get a $100 grant
for a neighbourhood cleanup to an application to rezone a
huge parcel of land for the development of hundreds of
homes. And let’s not forget, helping to run an election.”
JOSIE MARQUES, Community committee clerk, City Clerk’s, 11 years with the City
L to R - Josie Marques; Emma Cruz, clerical support
recruiting and retaining competent people, who better
understand the needs of the community. In 2004, as part
of its Action Plan for Creating a Diverse Workforce, the
City established benchmarks that would see women in
its workforce grow to 31.1% by 2005 (up from 28.3%),
Aboriginal people to 7.8% (up from 5.8%), visible
minorities to 6.7% (up from 5.0%) and persons with
disabilities to 4.7% (up from 3.6%).
Aboriginal Initiatives – In 2004, as a result of First
Steps: Municipal Aboriginal Pathways (MAP), a policy
document endorsed by Council in 2003, the City
implemented Aboriginal awareness training to create a
workforce that values and is respectful of Aboriginal culture.
Three Aboriginal internships were created and the City
worked with the Manitoba Metis Federation and Assembly
of Manitoba Chiefs to find ways of attracting and hiring
qualified Aboriginal people. A first-ever forum for Aboriginal
employees was held to share ideas on how to make the
workplace more welcoming and respectful.
Universal Design – Faced with an aging and increasingly
diverse community, the City is committed to ensuring its
citizens can comfortably use its facilities, information and
services. A universal design consultant, hired in 2003, has
collaborated with City departments to integrate universal
design principles in all services. In 2004, the St. JamesAssiniboia Centennial Pool expansion integrated features and
equipment that ensure young people and older adults are
welcome, safe and comfortable when accessing the gym and
pool. Streetscaping on Main Street included a sidewalk path
that is well-defined with colour and texture, making
it easy for all citizens to get around. City Web sites were
redesigned using universal Web design methods. A downtown
park was turned into a Japanese scent garden in anticipation
of the Disabled Persons International Conference bringing
more than 1,000 delegates to Winnipeg.
Bylaw Database – City Clerks introduced a
Safety, Health and Organizational Wellness (SHOW)
Initiative – An increase in new long-term disability claims
Closed Captioning and Digital Recording of Council
Meetings – To enable the deaf community to have full
and Workers Compensation claims, plus changes to the
Workplace Safety and Health Act put a greater onus on
the City to ensure a positive, respectful, safe and healthy
work environment for its employees. In response, the City
developed a comprehensive strategic plan to address all
aspects of workplace wellness: physical (safety and health),
psychological (policies and practices) and social/individual
health (lifestyle choices and practices). Employees were
surveyed and priority action plans were established to enhance
the organizational safety program, develop a case management
process and create a fitness/healthy lifestyle initiative.
City/CUPE Joint Education, Training and Staff
Development Fund – Under a three-year, $3-million
funding agreement between the City and Local 500 of
the Canadian Union of Public Employees, a new Career
Development Opportunities Program was established in
2004 to provide 10 CUPE-rated employees with a year-long
comprehensive, searchable database of more than 800
bylaws passed by Council since September 2001.
access to televised City Council meetings, closed captioning
was implemented on Feb. 25, 2004. A real-time audio
broadcast of Council meetings was also initiated via the
Internet.
Public Access Terminals – Three computer terminals
were installed in the Council Building to provide access to
the City’s Web site and the City Clerk’s Decision Making
Information System (DMIS), so members of the public can
view Council and Committee agendas, minutes, disposition
of items and Hansard.
Winnipeg.ca – The official gateway to all City of Winnipeg
Web sites, Winnipeg.ca was redesigned in 2004. The new
citizen-centred homepage includes guide pages such
as CityLife, Businesses and eServices to help Winnipeg
residents, visitors and businesses find city information and
services more easily.
11
opportunity to use the skills and knowledge acquired through
education and training in an actual work situation.
2004 Citizen Satisfaction Survey – Despite financial
constraints, the City of Winnipeg has done well in meeting
citizen expectations. A random telephone survey of 1,600
Winnipeggers, conducted by Kisquared in September 2004,
indicated 72% of respondents believe they’re getting good to
very good value for their municipal tax dollar. A total of 88%
of those surveyed indicated they were very satisfied or
satisfied with overall City services, up from 78% in 1998.
By-election 2004 – A civic by-election was held June 22
for Mayor and Councillors in St. Boniface and River HeightsFort Garry. A voter turnout of 58% was the second highest
since Unicity. More than 1,500 temporary poll workers
were recruited and trained to staff the advanced and
election-day polls.
Sewer Overflow Status – From spring to late fall,
residents can now go to the City’s Web site 24 hours a day,
seven days a week, and check the probability of overflows
anywhere in the sewer system, based on readings from
high-water sensors in the sewer system and other
indicators, such as river levels.
Automated Library Services – In 2004, the Winnipeg
Public Library launched a new Web site that provides library
users with access to a catalogue of library materials, allows
them to place a hold on a book, renew borrowed materials,
search the many online databases subscribed to by the library
and book a library computer.
Recovery Procedures for Unpaid Bylaw Fines – Legal
Services worked with Provincial Court Services to restructure
Bylaw Court so there are a range of recovery procedures for
unpaid bylaw fines, including holds on drivers’ licences.
“I like my job because it’s a chance to
make a difference – to improve the
way services are being delivered and
to harmonize parking with some of the
other objectives the City has, such as
for the downtown.”
DAVE HILL, Chief operating officer, Winnipeg Parking Authority,
1 1/2 years with the City
Redefining Our Downtown
A CHANGING NEIGHBOURHOOD
AND SKYLINE
Council policies and direction are helping to
change the urban landscape and to bring
renewed life to Downtown Winnipeg, making
it a viable place to live, work and play. New
condominium projects and more affordable,
low-income housing are bringing people
downtown to live. New office space is
creating jobs and a brand new arena is
encouraging people to spend their sports
and entertainment dollars downtown.
Downtown Winnipeg Zoning Bylaw – To support and
enhance the diversity and vibrancy of downtown, as well
as its unique and distinctive character, a new Downtown
Winnipeg Zoning Bylaw was passed by Council in June
2004. The bylaw regulates the types of land use, building
heights, density, signs, parking and loading requirements, and
provides for an urban design review of all developments.
As such, it provides a filter for determining the
appropriateness of development proposals. The zoning
regulations, written in clear and simple language, reflect
Downtown Winnipeg policy, which has evolved with the
adoption of Plan Winnipeg 2020 Vision, CentrePlan, the
Downtown Development Framework and the creation of
CentreVenture Development Corporation.
Winnipeg Parking Authority – In 2004, Council approved
the charter, officially creating the Winnipeg Parking
Authority, which focuses on downtown parking issues and
being more responsive to customers.
Standing Policy Committee on Downtown
Development – As recommended in Getting Down
to Business, a downtown initiatives strategy, the City in
2004 established a single decision-making authority for all
downtown development applications. Chaired by a member
of Council, the Standing Policy Committee on Downtown
Development will enhance customer service and avoid timeconsuming delays for developers and conflicting decisions by
various approval bodies.
Downtown Maintenance – In 2004, Council approved
additional funding for enhanced upkeep in the downtown.
Staffing resources were also specifically designated for
maintenance in the downtown.
Waterfront Drive – In the 1980s and 1990s, the City had
the foresight to acquire land formerly used as rails along the
Red River. On Aug. 24, 2004, Waterfront Drive, a landscaped
roadway and riverside park, was officially opened by
representatives of the three levels of government, signalling
the completion of the $9.1-million infrastructure project
in the City’s historic East Exchange District. The opening
was accompanied by an announcement of an estimated
$50-million investment by the private sector in four
Waterfront condominium projects that combine residential
with retail/commercial space. The Consulting Engineers of
Manitoba recognized Waterfront Drive with an award of
excellence for innovation.
Millennium Library – More than 35,300 cubic feet
of concrete, 350 tons of structural steel and 100 tons of
reinforced steel were used as construction got under way in
2004 on the renovation and 40,000-square-foot addition to
the Millennium Library. Expected to open in the fall of 2005,
the library already has people taking notice of what will truly
be a “signature” building for the city.
Manitoba Hydro – As part of an agreement with the City
of Winnipeg to purchase Winnipeg Hydro, Manitoba Hydro
committed to building a new downtown headquarters. In
2004, Hydro acquired an entire city block on the south side
13
“I was a stay-at-home mom, and from
the first day of training, I just loved
the job. I don’t like routine and I don’t
like being in an office. I love to drive,
especially in snowstorms. Everything
about it allows me to be me.”
VI EPP, Operator, Winnipeg Transit, three years with the City
“The paper you put in your blue box is processed here
in Winnipeg and made into bales weighing close to
one metric tonne. That paper and all other blue box
materials are then sold, whether to markets across
the city in Transcona or across the ocean in China.
What you put in your blue box today will show up
in your mailbox or on store shelves in a few weeks.”
RANDY PARK, Waste minimization technologist, Water and Waste, 23 years with the City
of Portage Avenue for what will be one of the world’s most
energy-efficient buildings. When completed in 2006, it will
bring nearly 2,000 employees downtown to work.
MTS Centre – On Nov. 16, 2004, a sell-out crowd
helped officially open the 15,000-plus-seat MTS Centre.
The $133.5-million entertainment complex, of which the City
contributed $14.5 million, is home to the Manitoba Moose
and will annually host more than 130 events. It’s expected to
bring nearly 800,000 people downtown a year.
Winnipeg Housing and Homelessness Initiative
– Through this tri-level partnership initiative, the City of
Winnipeg contributed more than $1 million in 2004 to
address the issue of declining housing stock in designated
inner-city neighbourhoods. Funding through the City’s
Affordable Housing Initiative resulted in the rehabilitation
of 82 houses, often vacant and boarded up, and in the
construction of 25 infill houses. Funding was also allocated to
Neighbourhood Renewal Corporations, which co-ordinated
housing development in selected Housing Improvement
Zones and provided small grants to property owners for
critical repairs and exterior upgrades.
Project Breakaway – Resulting from public safety
concerns in the downtown, Project Breakaway was
developed to track those individuals who, because of their
lifestyle, aggressive panhandling and disorderly behaviour
on city streets, frequently come to the attention of police,
firefighters, paramedics, healthcare providers and social
workers. Working together, the various organizations and
agencies have attempted to be pro-active and to connect
street people with the appropriate resources, at the same
time helping to enhance safety in the downtown.
City Crossing – The 2004 international design competition,
featured in the Journal of the American Planning Association,
explored urban design solutions for one of Canada’s most
historic corners, Portage and Main. The winning entry from
among 90 entries world-wide was by Janet Rosenberg and
Associates of Toronto and featured a windmill-powered “light
forest” and a pedestrian friendly reconfiguration of the street
and underground concourse. In partnership with property
owners, the City is contracting with Rosenberg to undertake
the detailed design.
15
“In my job, I am always dealing
with unique situations, so
even though I’ve worked in the
Communications Centre for
26 years, I am never bored.
The work we do is challenging,
exciting and rewarding.”
WANDA SIATECKI, Communications operator, Winnipeg
Police Service, 26 years with the City
“There’s a lot of variety in the
job I do. I like being able to
see a project completed. You
can actually see what you’ve
accomplished and that it’s
operating properly.”
FRED COREY, Streets project engineer,
Public Works, 24 years with the City
L to R - Fred Corey; Bill Ebenspanger, bridge
design and projects engineer; Randy Fingas,
bridge projects engineer.
Making New Connections
T R A N S P O RTAT I O N
AND INFRASTRUCTURE
Winnipeg’s quality of life is hugely impacted
by the City’s infrastructure – roads, bridges,
sewers and water mains. A 2004 Citizen
Satisfaction Survey revealed infrastructure,
but more specifically the condition of residential
streets and major city routes, is the top priority
for Winnipeggers at 34%. However, the
challenge for the City is to not only maintain
existing infrastructure, but also plan for
growth and change.
Main Street Reconstruction – The City did road recon-
struction on the west side of Main Street, between Alexander
and Portage Avenues. The $4.5-million project included
water main renewal and storm sewer upgrades, a new
centre median and streetscaping. A Reconstruction Advisory
Committee successfully worked with the City to identify
concerns and recommend measures to lessen the project’s
impact on local businesses, residents and organizations.
Kenaston Underpass
– As a result of tri-level strategic
infrastructure funding announced in March 2004, the City
is proceeding with construction of a railway underpass on
Kenaston Boulevard, along with a new east-west arterial
road. The underpass is in response to congestion caused by
passing trains and residential growth in South Winnipeg,
which between 1992 and 2002 resulted in a 16% increase
in traffic on Kenaston, north of McGillivray Boulevard.
Residential Land Supply Study – The Planning and Land
Use Division completed a comprehensive study to identify
the location, type and quantity of land available for new
residential development, in accordance with Plan Winnipeg.
The study included a city-wide inventory of all vacant land in
Neighbourhood Policy Areas, including the inner city, mature
neighbourhoods and developing suburbs; the future need for
housing in Winnipeg based upon new population projections;
and an analysis of the available supply of vacant land to meet
the demand for new housing over the next two decades.
Water Main Cleaning – The City flushed sediment from
424 kilometres of water mains. Over the next three years, the
remaining 1,846 kilometres of pipes will be cleaned in readiness for a new water treatment plant coming online.
Aging Pipes Replaced – Water and Waste replaced a pair
of aging, 54-year-old cast iron sewer pipes that transport
wastewater under the Red River from old St. Boniface to the
North End Water Pollution Control Centre. The $2.2-million
project used environmentally friendly, trenchless technology
to install new polyethylene pipes approximately 15 metres
(50 feet) below the river bottom. Trenchless technology
prevents destruction of the riverbank and surrounding area.
Secondary Dike Project – Together with the federal and
provincial governments, the City completed a five-year,
$11.1-million program to raise secondary dikes on private
property, reducing the city’s flood-proofing requirements
during a major flood. Community ring dikes were either built
or raised, and flood proofing was improved at a number of
homes and multi-family dwellings.
Wastewater Lift Station – The Crane Avenue lift
station, constructed in 1973 to lift wastewater to the treatment plant, was replaced at a cost of $1 million. To bring it
to current standards, the entire below-ground station was
replaced with a new wet well, pumps and an above ground
building. Neighbouring residents were consulted on the
architectural design to ensure it would be pleasing and
complement the neighbourhood character.
NAVIGO Trip Planner – In 2004, Winnipeg Transit
responded to about 4.5-million online requests (up from
three million in 2003) for timetables, stop schedules, maps
and trip planning using NAVIGO, which gives time and route
options to get from Point A to B.
17
“I fix all the pumps, centrifuges
and pipes – it’s my dream
job. These are expensive, big
machines, and it’s complicated.
I live nearby, but I never realized
before I started how important
this (the North End Water
Pollution Control Centre) is –
it protects our environment
and our health.””
EMIL KROCIL, Industrial mechanic, Water and Waste,
three years with the City
L to R - Kurt Bychuk, industrial mechanic; Emil Krocil
“Being a firefighter is not
something I wanted to be when
I was little, but it’s such a good
fit for me. I like working as part
of a team. Everybody adds to the
whole experience.”
GEOFF CHRISTIE, Firefighter, Winnipeg Fire
Paramedic Service, 12 years with the City
L to R - Geoff Christie; Todd Lyon, firefighter.
Looking Out for Our Neighbours
HEALTH AND SAFET Y
The City of Winnipeg is charged with
keeping its citizens and employees safe. It’s a
responsibility the City takes seriously, whether
it’s fire and emergency medical response,
building standards, mosquito control, traffic
safety, policing or a safe workplace for its
nearly 8,800 employees. In 2004, new bylaws
and Council policies were approved to enhance
the City’s ability to ensure the health and
safety of its citizens.
Vacant and Derelict Buildings Bylaw – In May 2004,
Council passed the Vacant and Derelict Buildings Bylaw,
one of the toughest bylaws in Canada with respect to vacant
buildings. The objective of the bylaw is to ensure the safety
of the public and emergency response crews, prevent arson,
promote community pride and encourage the upkeep of
properties so they don’t become eyesores. The bylaw allows
the City to take title to houses or commercial buildings
whose owners have consistently ignored the laws governing
the proper maintenance and safety of these buildings, and
have been found guilty of contravening the bylaw.
Fire Prevention Bylaw – Passed by Council in October
2004, the bylaw replaced the Fire Prevention, Fire Alarm
Systems and the Fireworks and Firecrackers Bylaws. It set
out new requirements for the use of outdoor fire pits,
8
purchasing and discharging fireworks, re-inspection fees and
maintenance requirements for life safety systems.
Alarm Response Policy – In consultation with local alarm
companies, Winnipeg Police Service (WPS) developed a new
policy in response to false burglar alarms. Police will only
respond to residential and commercial distress alarms after
the alarm company has attempted to verify the alarm status.
Police will only respond to other types of residential and
commercial alarms where the alarm company has verified the
presence of criminal activity. It is anticipated this will free up
police to respond to other, more urgent calls.
New WFPS Equipment – In 2004, Winnipeg Fire
Paramedic Service better equipped its firefighters to respond
in dangerous situations. Additional thermal imaging cameras,
which will increase rescue capabilities and firefighter safety,
were acquired, bringing the total to 13. WFPS also acquired
two mobile Hazardous Materials Decontamination Units,
so paramedics, firefighters and civilians exposed to dangerous substances at fire scenes, chemical spills and illegal drug
labs can be decontaminated at the scene. Two additional
ambulances were added to the fleet in September – one as
a peak-hours emergency unit and the other as a peak-hours
inter-facility transfer unit.
WFPS Calls for Service – In 2004, there were 61,982 calls
for ambulance service. Those calls resulted in 46,004 patients
being transported. In addition, 1,984 patients were treated
on-scene. For fire apparatus, there were 42,595 calls for
service. Of those, 22,248 were medical calls.
Computer Aided Dispatch – In April 2004, Winnipeg
Police Service (WPS) switched to a new computer aided
dispatch and records management system, which provided
members of Winnipeg Police Service with the information
and tools necessary to serve citizens more effectively and
efficiently. WPS invested 3,657 trainings days in helping
its members make the transition to the new system. A new
call prioritization system was also introduced to provide a
risk/threat assessment and to prioritize calls requiring an
urgent response.
19
“Filling potholes is challenging.
You just don’t jump into the
machine and fill them. There’s
a method to doing it, and
practice makes perfect. On an
average day, I probably fill 200
potholes, if not more.”
JERRY PARSONS, Pothole patcher, Public Works,
18 years with the City
“Every call is different, I like
the absolute variety, it’s
not like stacking shelves
-sometimes you’re driving to a
call under the most inclement
conditions, and when you
arrive, it can be someone’s
house or an industrial
accident scenario. I live for
the challenge.”
ROSS ALCOCK, Paramedic, Winnipeg Fire
Paramedic Service, 25 years with the City
L to R - Mark Sisetski, paramedic; Ross Alcock
Community Patrol Model – In 2004, Winnipeg Police
Service expanded its community patrol model across the
city, after successfully running the program in three divisions.
It’s resulted in continuous seven-day-a-week coverage,
beat officers being available to attend community events
on weekends and statutory holidays, and division traffic
officers taking ownership of traffic-related incidents in
their assigned areas.
Traffic Safety – In 2004, Winnipeg Police Service operated
five mobile photo radar units and increased the number of
intersection safety cameras to 36 in an attempt to cut down
on collisions and injuries by reducing red-light running and
excessive speeding. This resulted in a reduction of 66% in
speeding violations and 65% in red light violations at the
original 12 camera locations from 2003 to 2004.
Contractor Safety Process – Changes to Manitoba
legislation and the Criminal Code placed significant liability
on the City for the actions of contractors working on City
property or work places. A process was developed to ensure a
consistent approach by all departments with respect to safety
activities of contractors on high risk or large projects.
19
“Who could ask for a better
job. It’s fun. I get to tell
stories, and the kids get
so excited, jumping up and
down, screaming … they’re
happy to be here. That
reaction is repeated across
the city every week, as
local libraries host up to
60 storytimes.”
TERRI WIEST, Librarian, Community Services,
eight months with the City
21
“I am lucky to work with many
community groups and staff who
care about the natural areas that are
a unique part of the City’s heritage.
Together, we work hard to preserve
or rebuild habitat, so that there will
be natural areas not just for today,
but for the Winnipeg of tomorrow.”
CHERYL HEMING, City naturalist, Public Works
Enhancing Our Lives
LEISURE AND ENVIRONMENT
Enhancing and protecting both the environment
and the quality of life of its citizens is a major
priority for the City. New policies and plans were
approved in 2004 with a focus on developing
greater leisure opportunities for citizens in a
healthy, clean environment.
EcoPass Program – In 2004, Winnipeg Transit expanded
its EcoPass program to encourage Winnipeggers to leave
their vehicles at home. It partnered with 23 major employers
(up from 21 in 2003) to provide employer-subsidized bus
passes, which give employees a 30% monthly discount. More
than 1,200 passes a month were issued in 2004, up from an
initial 739 per month.
Assiniboine Park Framework Plan – In July, Council
adopted the values in the Assiniboine Park Framework
Plan as a policy guide for the long-term direction and
management of the 115-hectare park, which celebrated its
100th anniversary in 2004. Together with its community
partners (Friends of the Assiniboine Park Conservatory,
Partners in the Park and the Zoological Society of Manitoba),
the City will, over the next decade, be re-investing in and
enhancing what is one of Manitoba’s signature destination
Marsha Robb is a third year student attending Red River
Community College’s Downtown Campus where she and
the city are developing vision and imagination.
8
parks. Key proposals include a new conservatory,
contemporary zoo and revitalized playgrounds, gardens and
duck pond areas.
Public Use Facilities Study – In 2004, an independent
review of more than 311 City-owned community facilities
(arenas, indoor/outdoor pools, community clubs, leisure
centres and libraries) provided detailed research and analysis
with respect to the demographics being served, programming
use and the state of existing infrastructure.
Public Art Policy – In 2004, Council approved a Public
Art Policy. The Public Art Program is a collaborative effort
between the City and the Winnipeg Arts Council, and
together they decide where public art will go, based on
such criteria as visibility, accessibility, public safety and
maintenance. In 2004, calls went out to artists for proposals
for Vimy Ridge Memorial Park and the Millennium Library.
St. James-Assiniboia Centennial Pool Expansion
– A $3-million re-investment in our infrastructure and
quality of life through the Canada-Manitoba Infrastructure
Program resulted in the St. James-Assiniboia Centennial Pool
getting an indoor walking/running track and fitness facility
with weight training, aerobics and a court area (basketball,
badminton and volleyball). The project was geared to
meeting the needs of a growing seniors’ population, as well as
the existing demand for family and child/youth programming.
Recycling Highest Ever – As a result of the City making
it easier for Winnipeg residents to recycle through not
having to sort what goes into their blue boxes, recycling in
2004 increased by 14%. More than 40-million kilograms of
newspapers, drink and food containers, household plastics
and glass were recycled.
Compost Bins – To encourage citizens to compost, the
City and Province sponsored a one-day compost bin sale.
All 5,000 units were sold within hours. Winnipeggers now
compost 1.2-million kilograms of yard and food waste a
year – equivalent to 135 fewer garbage trucks going to the
landfill. This helps reduce environmentally harmful methane
gas production.
23
“As a zoo keeper, you are the master of
their reality, whether it’s a yak, zebra,
camel, vulture or maribou stork, all of
which I care for. You are responsible
for their health and daily sustenance.
The degree and quality of care you
provide is critical. A big part of your
job is knowing your animals and
understanding their needs. You develop
a relationship. If they’re familiar
with human contact, they’ll be more
comfortable in a medical emergency
or if they’re moved from zoo to zoo.”
RICHARD DICKENS, Zoo keeper, Community Services,
23 years with the City
L to R - Zahra the Camel, Richard Dickens
“I want to help people, and I like
the water. I’ve been swimming
since I was really little … my mom
and I took parent-child lessons
when I was six months old.”
SAMAHRA SINGER, Lifeguard trainee, Youth in
Community Services, Future employee with the City
24
Enhancing Our Lives
Alternate Fuel Technologies – Fleet Management,
This information has been digitized and added as a layer on
the city’s land based information system.
which is in charge of 1,300 City vehicles, began cold-weather
testing the performance of heavy equipment vehicles fueled
with biodiesel, a cleaner-burning alternative to diesel. It also
began evaluating the drivability and fuel efficiency of two
hybrid gas electric vehicles used by the City’s mail couriers.
Early findings suggest the City could save more than $4,500
per year on gas for these two vehicles alone. Plans are to
expand the hybrid evaluation program to include hybrid
pickup trucks and SUVs because of the potential cost-savings
and environmental impact.
Inventory of Ecologically Sensitive Land – To protect
ecologically sensitive plant communities, the City has
produced an inventory of 1,000 hectares of natural areas
on city land, including tall grass prairie (endangered), river
bottom forest (scarce), wetlands, oak forest and aspen forest.
8
Consolidated Financial Statements 2004
F I N A N C I A L S TAT E M E N T
DISCUSSION AND ANALYSIS
I am pleased to present
the City of Winnipeg’s
2004 consolidated financial
statements, which are
prepared in accordance
with Canadian general
accepted accounting
principles. Management
has also prepared the
following Financial Statement
Discussion and Analysis,
which comments on the year’s impact on the financial
resources of the City, and should be read along with the
audited financial statements.
The consolidated financial statements include the assets,
liabilities, revenues and expenses of the City’s departments,
special operating agencies, utilities and corporations that
the City owns or controls.
Results of Operations
The Consolidated Statement of Operations and Net
Assets reports the City’s changes in economic resources,
obligations and net assets for 2004, on a comparative basis.
The annual excess of revenues over expenses indicates
that the revenues raised during the year were sufficient to
cover costs.
During the year, the City of Winnipeg recorded revenues
of $969.2 million (2003 - $961.4 million) and expenses of
$929.6 million (2003 - $911.0 million). This resulted in a
Consolidated Excess of
Revenues over Expenses
140
120
$39.6 million (2003 - $50.4 million) increase in net assets.
Consolidated revenues increased by $7.8 million in 2004
from 2003, due mainly to an increase in sales of services
and regulatory fees. Sales of services and regulatory
fees include water and sewage services, transit fares and
police fines, to name a few. The increase was generated
partially by transit and emergency medical service revenue
increases, as well as improved recyclable sales due to a
higher tonnage of sales.
Consolidated expenses grew by $18.6 million from the
previous year. This is made up of increases and decreases
to various expense categories. The major increase resulted
from an additional $14.7 million spent on protection and
community services operations. Included in the protection
and community service category are Police Service, Fire
Paramedic Service and Community Services. During 2004,
these departments experienced wage increases resulting
from negotiated labour settlements and an increased
staff complement.
The General Revenue Fund reports on property taxsupported operations. These operations include services
such as police, fire, recreation, library, street maintenance
and other general government activities. These services
are 57% funded by property tax revenues (2003 - 57%).
The budget for the property tax-supported operations
was adopted by City Council on March 23, 2004. During
the budget process, the City faced several challenges to
produce a balanced budget with no tax increase, including
wage pressures, general price increases, and infrastructure
maintenance and renewal requirements. The result was
another approved budget with no increase to property
taxes following seven years of reductions and freezes.
Within the budget, funding for public safety remained a
priority, as did continued fiscal restraint. The business tax
rate remained at its 1996 level of 9.75%, while frontline
essential services were maintained. Effective Feb. 1, 2004,
the Federal Government provided a full rebate of the
Goods and Services Tax. The overall benefit received by
the City during 2004 totalled $7 million.
Millions ($)
100
80
60
40
20
0
2004
2003
2002
2001
CITY OF WINNIPEG
2000
During 2004, several unexpected events occurred that
impacted the property tax-supported operation’s financial
results. The City experienced high snowfall levels, lower
photo enforcement revenues and higher police services
costs largely caused by overtime. These issues were
2004 CONSOLIDATED FINANCIAL STATEMENTS | 26
identified early in the year, which allowed City Council
and the Administration to initiate a discretionary spending
freeze as well as transferring funding from the Snow
Clearing Reserve. At the end of the year, $6.1 million
was transferred from the Snow Clearing Reserve leaving
a remaining balance of $3.3 million in the reserve. This
contributed to a balanced General Revenue Fund at
year end.
Financial Position
The Consolidated Statement of Financial Position reports
the City’s financial and non-financial resources, obligations
and net assets as at Dec. 31, 2004, on a comparative
basis. This statement is used to evaluate the City’s ability
to finance its activities and to meet its liabilities and
commitments. An important indicator on the Statement
of Financial Position is the City’s net financial assets
(liabilities) position. This indicator is the difference
between financial assets and liabilities, which provides
an indication of the affordability of additional spending.
As at Dec. 31, 2004, the City was in a net financial asset
position of $12.4 million (2003 - net financial liabilities
$46.9 million), or a net change of $59.3 million. The
improved position is comprised of various positive
elements including net revenues over expenses during
the year of $39.6 million.
Debt Management
During March 2004, the City refinanced $46.4 million
of debentures at 4.07%, which related to a sinking
fund debenture that matured in 2003 and had carried
an interest rate of 8.50%. In addition, a sinking fund
debenture originally issued in 1991 for $32.9 million at a
rate of 10.00% matured in 2004 and repayment in full was
made from the Sinking Fund.
On Nov. 4, 2004, Moody’s Investors Service advised the
City that its credit rating would be maintained at Aa2.
Moody’s reported “that over the past several years, the
City has undertaken significant restructuring to restore
fiscal stability. These efforts have generated a series of
consolidated surpluses and increases in reserves, which are
now equivalent to 44% of operating revenue or 75% of net
direct debt.”
On Dec. 22, 2004, Standard & Poor’s maintained the City’s
credit rating at AA.
CITY OF WINNIPEG
Beginning in 1998, the City adopted a policy of not issuing
new tax-supported debt. Under its current capital plan,
all new tax-supported projects are financed internally.
As a result, the level of tax-supported debt decreased by
$171.4 million from 1998, and is expected to decrease
continuously over the next few years along with the
associated debt-servicing costs. Within the utilities, the
City anticipates issuing $102.0 million in debt over the next
few years to finance a water treatment plant estimated to
cost $227.3 million. The Water Treatment Reserve, which
was established on Dec. 17, 1993, has a balance at Dec.
31, 2004 of $93.2 million. It is anticipated this Reserve will
fund a significant percentage of the cost for this project.
In addition, the 2005 utilities capital budget includes
$157.6 million in debt over the next six-year period to fund
projects mandated by the Province of Manitoba through
the Clean Environment Commission (CEC). During 2003,
the CEC, at the request of the Minister of Conservation,
conducted public hearings to review and receive
comments on the City’s 50-year wastewater collection
and treatment improvement program. At the conclusion,
the CEC recommended that the City implement these
improvements over a 25-year period, which is estimated to
cost $900 million. Partial funding for these improvements
will be provided by the Environmental Projects Reserve,
which has a balance at Dec. 31, 2004, of $51.2 million.
Capital Expenditures
During 2004, the City spent $143.3 million on
capital projects (2003 - $164.4 million), which
included $91.4 million for tax-supported projects. The
$91.4 million was invested primarily in regional and
residential streets, the Millennium Library, completion of
the Provencher Bridge and the Police Automated Records
and Communication System. Capital project costs were
financed from several sources, with funding primarily
from the City’s current tax levies, various capital reserves
and grants from other levels of governments.
Reserves
The City of Winnipeg builds reserves to meet specific
future operating and capital expense requirements, and to
provide for contingencies. Reserve balances have increased
by $18.6 million overall from the prior year. The City’s
Capital Reserves grew by $26.9 million. In particular, the
Water Treatment Reserve grew by $14.1 million, while the
Environmental Projects Reserve increased by $12.1 million.
2004 CONSOLIDATED FINANCIAL STATEMENTS | 27
Reserves
320
310
Millions ($)
300
debt and provides guidance to decision makers regarding
the timing and purposes for which debt may be issued
and the types of debt and structural features that may
be incorporated.
Financing Infrastructure
290
280
270
0
2004
2003
2002
2001
2000
The Capital Reserves were established to finance current
and anticipated future capital projects, which reduce
or eliminate the need to issue debt. Special Purpose
Reserves, which were established to account for the use of
designated revenue for specific purposes such as a Snow
Clearing Reserve, declined by $10.1 million.
As with other municipalities in North America, the City of
Winnipeg is experiencing a steady decline in the condition
of its infrastructure. The City undertook a comprehensive
review of its infrastructure and found that there is a
considerable deferred maintenance component of the
infrastructure that will require future consideration.
To address deferred maintenance, the City is seeking
new funding mechanisms that involve other levels
of government.
Looking Forward
Stabilization Reserves were created to offset the effect
of major unexpected expenses in the current operations
of the City or fund deficits recorded in the property taxsupported operating budget. During 2004, these Reserves
increased by $1.7 million and are anticipated to grow until
they reach a targeted level of 10% of the property taxsupported adopted budget expenses.
On March 22, 2005, City Council approved the 2005
operating budget and the 2006 projected operating budget
was approved in principle. The 2005 mill rate remained
fixed at the 2002 level, the business tax rate for 2005 was
set at 7.75% for the downtown geographic area, while
being frozen at the 1996 level for areas outside the
downtown.
Debt Management Policy
In addition, the Federal government announced a
program to assist municipalities to fund improvements
to infrastructure.
Recently Council adopted The City of Winnipeg Debt
Management Policy. The City recognized that the
foundation of any well-managed debt program is a
comprehensive debt policy. This Policy sets forth the
parameters for issuing debt and managing outstanding
In closing, I would like to thank all those who contributed
to the preparation of the financial statements.
Robert P. Gannon, Chief Financial Officer
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 28
Responsibility for Financial Reporting
The accompanying Consolidated Financial Statements and all other information contained in this Annual
Report are the responsibility of the management of The City of Winnipeg. The preparation of periodic
financial statements involves the use of estimates and approximations because the precise determination
of financial information frequently depends on future events. These Consolidated Financial Statements
have been prepared by management within reasonable limits of materiality and within the framework of
Canadian generally accepted accounting principles for governments established by the Public Sector
Accounting Board of the Canadian Institute of Chartered Accountants.
In carrying out its responsibilities, management maintains appropriate systems of internal and
administrative controls designed to provide reasonable assurance that transactions are executed in
accordance with proper authorization, that assets are properly accounted for and safeguarded, and that
financial information produced is relevant and reliable.
Prior to their submission to Council, the Consolidated Financial Statements are reviewed and approved
by the Audit Committee - the Mayor, the Deputy Mayor, and the chairpersons of Council’s Standing
Committees. In addition, the Audit Committee meets periodically with management and with both the
City’s internal and external auditors to approve the scope and timing of their respective audits, to review
their findings and to satisfy itself that their responsibilities have been properly discharged. The Committee
is readily accessible to external and internal auditors.
Ernst & Young LLP, Chartered Accountants, as the City’s appointed external auditors, have audited the
Consolidated Financial Statements. The Auditors’ Report is addressed to the Mayor and members of
Council and appears on the following page. Their opinion is based upon an examination conducted in
accordance with Canadian generally accepted auditing standards, performing such tests and other
procedures as they consider necessary to obtain reasonable assurance that the Consolidated Financial
Statements are free of material misstatement
and Financial
presentOfficer
fairly the financial position and results of
Robert P. Gannon, Chief
operations of the City in accordance with Canadian generally accepted accounting principles.
Robert P. Gannon, Chief Financial Officer
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS |29
Auditors’ Report
To the Mayor and Members of City Council of
The City of Winnipeg
We have audited the consolidated statement of financial position of The City of Winnipeg as at December
31, 2004 and the consolidated statements of operations and net assets, cash flows and change in net financial
assets for the year then ended. These consolidated financial statements are the responsibility of the City’s
management. Our responsibility is to express an opinion on these consolidated financial statements based on
our audit.
We conducted our audit in accordance with Canadian generally accepted auditing standards. Those
standards require that we plan and perform an audit to obtain reasonable assurance whether the financial
statements are free of material misstatement. An audit includes examining, on a test basis, evidence
supporting the amounts and disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by management, as well as evaluating the overall
financial statement presentation.
In our opinion, these consolidated financial statements present fairly, in all material respects, the financial
position of The City of Winnipeg as at December 31, 2004 and the results of its operations and its cash flows
for the year then ended in accordance with Canadian generally accepted accounting principles.
Winnipeg, Canada,
April 6, 2005
Chartered Accountants
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 30
Consolidated Statement of Financial Position
As at December 31 (in thousands of dollars)
2004
2003
FINANCIAL ASSETS
$
Cash and short-term investments
Accounts receivable (Note 3)
Investments (Note 4)
551,697
142,541
368,019
$
361,951
130,207
365,890
1,062,257
858,048
250,777
129,939
9,408
113,874
127,979
8,373
390,124
494,840
47,760
117,091
250,226
494,672
47,114
112,910
1,049,815
904,922
12,442
(46,874)
903,714
13,699
2,884
1,025
925,929
10,372
3,571
1,187
921,322
941,059
LIABILITIES
Notes payable (Note 5)
Accounts payable and accrued liabilities
Deferred revenue
(Note 6)
Debt (Note 7)
Other liabilities (Note 8)
Retirement allowance, vacation and other liabilities
(Note 9)
NET FINANCIAL ASSETS (LIABILITIES)
NON-FINANCIAL ASSETS
Tangible capital assets
Inventories
Prepaid expenses
Deferred charges
(Note 10)
NET ASSETS
Commitments and contingencies
$
933,764
$
894,185
$
617,296
316,468
$
596,284
297,901
$
933,764
$
894,185
(Notes 11, 14 and 18)
Comprised of:
Surplus (Note 12)
Reserves (Note 13)
See accompanying notes to the consolidated financial statements
Approved on behalf of the Audit Committee:
Sam Katz – Mayor
Bill Clement – Chairperson, Fiscal Issues Committee
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 31
Consolidated Statement
of Operations and Net Assets
For the years ended December 31 (in thousands of dollars)
2004
2003
REVENUES
$
Taxation (Note 14)
Sales of services and regulatory fees (Note 15)
Government grants and transfers (Note 16)
Interest
Land sales and other revenue
491,698
328,206
94,100
44,638
10,508
$
489,996
318,605
97,082
45,504
10,242
969,150
961,429
Protection and community services
Utility operations
Public works
Finance and administration
General government
Property and development
Civic corporations
298,484
217,171
213,944
58,786
56,458
53,514
31,214
283,803
218,246
205,278
55,916
64,486
53,419
29,855
Total Expenses
929,571
911,003
39,579
50,426
894,185
843,759
Total Revenues
EXPENSES
(Note 17)
Excess Revenues Over Expenses
NET ASSETS, BEGINNING
NET ASSETS, END
OF
OF
YEAR
YEAR
$
See accompanying notes to the consolidated financial statements
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 32
933,764
$
894,185
Consolidated Statement of Cash Flows
For the years ended December 31 (in thousands of dollars)
2004
2003
NET INFLOW (OUTFLOW) OF CASH RELATED
TO THE FOLLOWING ACTIVITIES:
OPERATING
$
Excess Revenues Over Expenses
Non-cash charges to operations
Amortization
Other
39,579
$
50,426
76,214
6,046
77,456
17,843
Working capital from operations
Net change in working capital other than cash assets
121,839
(11,979)
145,725
(40,471)
Cash provided by operating transactions
109,860
105,254
(96,920)
6,089
35,974
(109,890)
5,435
27,352
(54,857)
(77,103)
(9,208)
(49,216)
32,985
(17,899)
46,392
(3,470)
(10,790)
(214,212)
155,451
(27,274)
97,180
(1,970)
(416)
(1,615)
Purchase of investments
(1,744)
(6,590)
Increase in cash assets
52,843
19,946
248,077
228,131
CAPITAL
Acquisition of tangible capital assets (Note 10)
Government of Canada capital grants
Province of Manitoba capital grants
FINANCING
Interest on funds on deposit with The Sinking Fund Trustees
of The City of Winnipeg (“The Sinking Fund Trustees”)
Debenture and serial debt retired
Sinking fund investments applied to debt redemption
Sinking fund debenture installments
Serial debt issued
Other
INVESTING
CASH ASSETS, BEGINNING
CASH ASSETS, END
COMPONENTS
OF
OF
OF
YEAR
YEAR
$
300,920
$
248,077
$
551,697
(250,777)
$
361,951
(113,874)
$
300,920
$
248,077
CASH ASSETS
Cash and short-term investments
Notes payable
See accompanying notes to the consolidated financial statements
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 33
Consolidated Statement of Change in
Net Financial Assets (Liabilities)
For the years ended December 31 (in thousands of dollars)
2004
EXCESS REVENUES OVER EXPENSES
$
Amortization of tangible capital assets
Province of Manitoba grants for capital asset purchases
Government of Canada grants for capital asset purchases
Change in other non-financial assets
Acquisition of tangible capital assets (Note 10)
INCREASE IN NET FINANCIAL ASSETS
NET FINANCIAL LIABILITIES, BEGINNING
OF
NET FINANCIAL ASSETS (LIABILITIES), END
YEAR
OF
YEAR
See accompanying notes to the consolidated financial statements
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 34
$
39,579
2003
$
50,426
76,214
35,974
6,089
(1,620)
(96,920)
77,456
27,352
5,435
1,037
(109,890)
59,316
51,816
(46,874)
(98,690)
12,442
$
(46,874)
Notes to the
Consolidated Financial Statements
As at December 31, 2004 (in thousands of dollars, except as noted)
1. STATUS
OF
THE CITY
OF
WINNIPEG
The City of Winnipeg (“the City”) is a municipality which was created on January 1, 1972 pursuant to The City of
Winnipeg Act, a statute of the Legislature of the Province of Manitoba (“the Province”). The City continued as a
body corporate by virtue of the enactment by the Province of The City of Winnipeg Charter on January 1, 2003. The
City provides municipal services such as police, fire, ambulance, public works, urban planning, parks and recreation,
library and other general government operations. The City owns and operates a number of public utilities, has several
designated special purpose reserves and provides funding support for other financial entities involved in economic
development, recreation, entertainment, convention, tourism and housing activities.
2. SUMMARY
OF
SIGNIFICANT ACCOUNTING POLICIES
These consolidated financial statements have been prepared by management in accordance with Canadian generally
accepted principles for governments established by the Public Sector Accounting Board of the Canadian Institute of
Chartered Accountants. The significant accounting policies are summarized as follows:
a) Consolidation principles and basis of presentation
The consolidated financial statements of the City include the assets, liabilities, reserves, surpluses/deficits,
revenues and expenses of those City funds and governmental functions or entities which have been determined to
comprise a part of the aggregate City operations based upon ownership or control exercised by the City. Interfund
and intercorporate balances and transactions have been eliminated except for amounts related to services offered
commercially including utility charges. In 2004, one new fund (*) was added.
The consolidated financial statements include the following:
Capital Reserves:
• Watermain Renewal Reserve
• Combined Sewer Renewal Reserve
• Wastewater Sewer Renewal Reserve
• Water Treatment Reserve
• Environmental Projects Reserve
• Brady Landfill Site Rehabilitation Reserve
• Golf Course Reserve
• Library Reserve
• Transit Bus Replacement Reserve
• Concession Equipment Replacement
Reserve
• Computer Replacement Reserve
• Aqueduct Rehabilitation Reserve
Special Purpose Reserves:
• Workers Compensation Reserve
• Perpetual Maintenance Fund – Brookside
Cemetery
• Perpetual Maintenance Fund – St. Vital
Cemetery
• Perpetual Maintenance Fund – Transcona
Cemetery
• Insurance Reserve
• Contributions in Lieu of Land
Dedication Reserve
Special Purpose Reserves: (continued)
• Land Operating Reserve
• Recreation Programming Reserve
• Snow Clearing Reserve
• Idea Bank Reserve
• Commitment Reserve
• Heritage Investment Reserve
• Housing Rehabilitation Investment
Reserve
• Economic Development Investment
Reserve
• Assiniboine Park Enterprises Reserve
• General Purpose Reserve
• Multi-Family Dwelling Tax Investment
Reserve*
Stabilization Reserves:
• Fiscal Stabilization Reserve
• Mill Rate Stabilization Reserve
Other Funds:
• General Capital Fund
• General Revenue Fund
• General Revenue Enterprises Fund
• Equity in Capital Assets
Other Funds: (continued)
• Transit System
• Waterworks System
• Sewage Disposal System
• Solid Waste Disposal System
• Equipment and Material Services
• Civic Accommodations Fund
• Building Services Fund
• Animal Services – Special Operating
Agency
• Glacial Sand and Gravel – Special
Operating Agency
• Golf Services – Special Operating Agency
• Fleet Management – Special Operating
Agency
Other Entities:
• Winnipeg Public Library Board
• The Convention Centre Corporation
• Destination Winnipeg Inc.
• Winnipeg Enterprises Corporation
(May 31st Year End)
• Winnipeg Housing Rehabilitation
Corporation (March 31st Year End)
• CentreVenture Development Corporation
The employees’ pension and group life insurance funds of the City are administered on behalf of the pension and
group life insurance plan participants by the Board of Trustees of the Winnipeg Civic Employees’ Benefits Program
(Pension Fund) for the payment of pensions and life insurance benefits and accordingly are not included in the
consolidated financial statements. In addition, certain trust funds administered by the City, amounting to $0.3 million
(2003 – $0.2 million), are not included in the consolidated statement of financial position nor have their operations been
included in the consolidated statements of operations and change in net financial assets/liabilities.
Separate financial statements for each of the above-noted entities, including the pension, group life insurance and
trust funds, are included in the 2004 Detailed Financial Statements Report, a companion document to the City’s 2004
Annual Report and Consolidated Financial Statements.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 35
2. SUMMARY
OF
SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
b) Basis of accounting
The consolidated financial statements are prepared using the accrual basis of accounting. The accrual basis of
accounting records revenue as it is earned and measurable. Expenses are recognized as they are incurred and
measurable based upon receipt of goods or services and/or the creation of a legal obligation to pay.
c) School taxes
The City is required by The Public Schools Act to bill, collect and remit provincial education support levies in respect
of residential and other properties on behalf of the Province, and school division special levies on behalf of school
divisions. The City has no jurisdiction or control over the school divisions’ operations or their mill rate increases.
Therefore, the taxation, other revenues, expenses, assets and liabilities with respect to the operations of school boards
are not reflected in these consolidated financial statements.
d) Short-term investments
Short-term investments consist of bankers’ acceptance and term deposits and are recorded at cost, which
approximates their quoted market value. These investments have varying maturities up to March 31, 2005, and have
an effective average interest rate of 2.6% (2003 – 2.7%).
e) Investments
Bonds and debentures are carried at amortized cost. Discounts and premiums arising on the purchase of these
investments are amortized over the remaining terms to maturity with annual amortization computed at amounts which,
when combined with actual income received, result in a constant effective yield on the amortized book value.
Bond residues and coupons are carried at cost, plus accrued interest. Interest is accrued on the book value of the
investments at a rate equivalent to the effective yield of each investment.
f) Assessment appeal costs
The City accrues a liability to reflect the amount of future payments related to the assessment period, net of certain
assessments, which will be deferred and amortized over the balance of the reassessment period.
g) Solid waste landfills
The estimated costs to close and maintain solid waste landfill sites are based on estimated future expenses in current
dollars, adjusted for estimated inflation, and are charged to expense as the landfill sites’ capacity is used.
h) Environmental provisions
The City provides for the cost of compliance with environmental legislation when conditions are identified which
indicate non-compliance with environmental legislation and costs can be reasonably determined. The estimated
amounts of future restoration costs are reviewed regularly, based on available information and governing legislation.
i) Deferred revenue
Certain amounts are received pursuant to legislation, regulation or agreement and may only be used in the conduct
of certain programs or in the completion of specific work. In addition, certain user charges and fees are collected for
which the related services have yet to be performed. These amounts are recognized as revenue in the fiscal year in
which the related expenses are incurred or services performed.
j) Employee benefit plans
The costs of pensions and other retirement benefits are actuarially determined using the projected benefits method
prorated on services and management’s best estimate of retirement ages of employees, salary escalation and plan
investment performance. Past service costs from plan amendments are amortized on a straight-line basis over the
average remaining service period of employees active at the date of amendment. Actuarial gains and losses are
amortized on a straight-line basis over the average remaining service period.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 36
2. SUMMARY
OF
SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
k) Non-financial assets
Non-financial assets are not available to discharge existing liabilities and are held for use in the provision of services.
They have useful lives extending beyond the current year and are not intended for sale in the ordinary course of
operations. The change in non-financial assets during the year, together with the excess of revenues over expenses,
provides the Change in Net Financial Assets/Liabilities for the year.
i) Tangible capital assets
Tangible capital assets, including land, financed by debt are initially recorded at cost and amortized in the
consolidated statement of operations and net assets at an amount equal to the principal repayments of the
debt. Other, generally smaller, acquired tangible capital assets are budgeted for and charged to expenses in the
consolidated statement of operations and net assets. Assets financed by debentures that are retired prior to maturity
are amortized over the remaining expected useful life of the asset.
Commencing in 2004, tangible capital assets of the Sewage Disposal System Fund are recorded at cost and
amortized over their expected useful life. Commencing in 2003, tangible capital assets of the Waterworks System
Fund were recorded at cost and amortized over their expected useful life. Prior to these changes, these assets were
expensed based on the funding arrangements. These changes have been applied prospectively.
Cost includes certain interest and overhead expenses incurred during the period the asset is acquired, constructed or
developed. Contributions in aid of construction are recorded as a reduction in the cost of the tangible capital asset.
ii) Leases
Leases are classified as capital or operating leases. Leases which transfer substantially all of the benefits and risks
incidental to ownership of property are accounted for as capital leases. Tangible capital assets acquired under a
capital lease are recorded at the amount of the related obligation. These capital leases are amortized based upon the
principal portion of the capital lease payments in the consolidated statement of operations and net assets. All other
leases are accounted for as operating leases and the related lease payments are charged to expenses as incurred.
iii) Inventories
Inventories are recorded at the lower of cost and replacement cost.
iv) Other deferred charges
The cost of certain initiatives that are long-term in nature and/or provide future economic or operational benefits to
the City are deferred and amortized over the future periods to which they relate.
l) Estimates
The preparation of financial statements in conformity with Canadian generally accepted accounting principles requires
management to make estimates and assumptions on such areas as employee benefits, assessment appeals and
environmental provisions. These estimates and assumptions are based on the City’s best information and judgment
and may differ significantly from actual results.
3. ACCOUNTS RECEIVABLE
2004
Property, payments-in-lieu and business taxes receivable
Allowance for property, payments-in-lieu and business tax arrears
$
Trade accounts and other receivables
Province of Manitoba
Government of Canada
Allowance for doubtful accounts
40,436
(6,394)
2003
$
34,042
37,705
65,731
40,222
5,435
(2,889)
64,222
28,397
2,410
(2,527)
108,499
$
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 37
42,761
(5,056)
142,541
92,502
$
130,207
4. INVESTMENTS
2004
Marketable securities
Provincial bonds, bond residues and coupons
Government of Canada bonds,
bond residues, coupons and treasury bills
Other
$
Manitoba Hydro long-term receivable
Other investments
$
58,877
2003
$
48,237
40,552
3,000
40,329
3,000
102,429
262,772
2,818
91,566
271,483
2,841
368,019
$
365,890
The aggregate market value of marketable securities at December 31, 2004 is $105.7 million (2003 – $95.3 million).
On February 27, 2002, City Council approved Manitoba Hydro’s (“Hydro”) proposal to purchase Winnipeg Hydro. The
terms of the proposal included annual payments to the City of $25 million per annum commencing in 2002 and for the
next four years thereafter; $20 million per annum for years six to nine; and $16 million for years ten in perpetuity.
The Manitoba Hydro investment represents the sum of the discounted future cash flows of the above annual
payments to the City discounted at the City’s 2002 average long-term borrowing rate of 6%.
5. NOTES PAYABLE
2004
Winnipeg Civic Employees’ Benefits Program (Pension Fund)
The Sinking Fund Trustees of The City of Winnipeg
Winnipeg Police Pension Plan
Civic Employees’ Group Life Insurance Plan
Council Members’ (Pre-1972) Pension Plan
2003
$
157,752
64,702
26,822
1,499
2
$
91,939
1,851
16,410
3,670
4
$
250,777
$
113,874
The City finances short-term borrowing requirements from various entities at market rates of interest, which have an
effective average interest rate of 2.2% (2003 – 2.7%). These notes are callable by the issuers.
6. ACCOUNTS PAYABLE
AND
ACCRUED LIABILITIES
2004
Accrued liabilities
Trade accounts payable
Accrued interest payable
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 38
2003
$
76,397
39,332
14,210
$
73,188
39,803
14,988
$
129,939
$
127,979
7. DEBT
SINKING FUND DEBENTURES OUTSTANDING
Term
Maturity
Date
Rate of
Interest
Series
By-Law
No.
1991-2004
1990-2005
1999-2009
1989-2009
1993-2013
1994-2014
1995-2015
1997-2017
Nov.
Oct.
Feb.
Dec.
Feb.
Jan.
May
Nov.
10.000
11.700
5.350
10.000
9.375
8.000
9.125
6.250
VL
VI
VV
VH
VN
VQ
VR
VU
5779/91
5507/90
7368/99
5286/89
6090/93
6300/94
6620/95
7000/97
1
1
2
14
11
20
12
17
2004
$
2003
66,424
50,000
85,500
90,000
85,000
88,000
30,000
$
32,985
66,424
50,000
85,500
90,000
85,000
88,000
30,000
494,924
(239,831)
527,909
(245,709)
255,093
282,200
Serial and installment debt issued by the City with varying
maturities up to 2014 and a weighted average interest rate of
4.79% (2003 – 5.37%)
173,594
143,433
Mortgages and bank loans incurred primarily by Winnipeg
Enterprises Corporation and Winnipeg Housing Rehabilitation
Corporation with varying maturities up to 2021 and a weighted
average interest rate of 8.59% (2003 – 8.58%)
41,451
43,120
Capital lease obligations
24,702
25,919
Equity in Sinking Fund
Net sinking fund debentures outstanding
OTHER DEBT OUTSTANDING
(Note 7c)
$
494,840
$
494,672
Debt to be retired over the next five years:
2005
Sinking fund debentures
$
Other debt
66,424
2006
$
23,332
$
89,756
-
2007
$
24,415
$
24,415
-
$
35,454
$
35,454
$
2008
2009
2010+
-
$ 135,500
$ 293,000
16,669
17,747
122,130
16,669
$ 153,247
$ 415,130
a) Sinking fund assets have a market value of $262.2 million (2003 – $271.2 million). Sinking fund assets are comprised
of government and government-guaranteed bonds and debentures, which include City of Winnipeg debentures with a
carrying value of $116.7 million (2003 – $81.3 million) and a market value of $120.4 million (2003 – $87.7 million).
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 39
7. DEBT (CONTINUED)
b) The City of Winnipeg Charter requires the City to make annual payments to The Sinking Fund on debt outstanding
as at December 31, 2002. Future sinking fund arrangements will be managed by the City. The City is currently paying
3% or greater to The Sinking Fund on its outstanding sinking fund debentures. These annual payments are invested
for the retirement of the debenture issues on their maturity dates.
Sinking fund debenture issues provide for full sinking fund at maturity except for the following debenture which, as a
result of the levies being provided and the terms of the issue, will have a sinking fund deficiency requiring the issue to
be refinanced at maturity.
Year of
Maturity
Debenture
By-Law
2009
7368/99
Issued
Amount
$
50,000
Maturity
Shortfall
$
30,981
c) Future minimum lease payments under the capital leases together with the balance of the obligation due under the
capital leases are as follows:
Capital Leases
2005
2006
2007
2008
2009
Thereafter
$
3,323
3,299
3,707
3,275
3,378
33,679
Total future minimum lease payments
50,661
Amount representing interest at a
weighted average rate of 9.40%
(25,959)
Capital lease liability
$
24,702
d) Certain City of Winnipeg debentures are held as investments in the two pension plans for the employees of the
City, as follows:
2004
Winnipeg Civic Employees’ Benefits Program (Pension Fund)
Winnipeg Police Pension Plan
2003
$
19,000
4,000
$
32,275
4,000
$
23,000
$
36,275
e) Interest on debt recorded in the Statement of Operations in 2004 is $60.2 million (2003 – $65.4 million).
f) Cash paid for interest during the year is $60.9 million (2003 – $72.9 million).
8. OTHER LIABILITIES
2004
Deferred:
Other deferred liabilities
Developer deposits
Development agreement paybacks
Environmental liabilities
$
21,933
8,314
6,513
2003
$
36,760
11,000
(Note 18)
$
47,760
24,020
7,455
4,639
36,114
11,000
$
47,114
Included in environmental liabilities is $10.1 million (2003 – $10.6 million) of the estimated total landfill closure and post
closure care expenses. The estimated liability for these expenses is recognized as the landfill site’s capacity is used.
Estimated total expenses represent the sum of the discounted future cash flows for closure and post closure care
activities discounted at the City’s average long-term borrowing rate of 6.0%.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 40
8. OTHER LIABILITIES (CONTINUED)
Landfill closure and post closure care requirements have been defined in accordance with the Environmental Act
and include final covering and landscaping of the landfill, pumping of ground, methane gas and leachate management,
and ongoing environmental monitoring, site inspection and maintenance. The reported liability is based on estimates
and assumptions with respect to events extending over a 100-year period using the best information available to
management. Future events may result in significant changes to the estimated total expenses, capacity used or total
capacity and the estimated liability, and would be recognized prospectively, as a change in estimate, when applicable.
The estimated remaining capacity of the City’s one remaining landfill, the Brady Landfill Site, is 97% of its total estimated
capacity and its estimated remaining life is 100 years, after which perpetual post closure maintenance is estimated.
The Brady Landfill Site Rehabilitation Reserve was established for the purpose of providing funding for the future
development of the Brady Landfill Site. The reserve is financed through a transfer from the Solid Waste Disposal
Fund and is based upon residential and commercial tonnes. As at December 31, 2004, the reserve had a balance of
$1.8 million (2003 – $1.6 million).
9. RETIREMENT ALLOWANCE, VACATION
AND
OTHER LIABILITIES
2004
$
Retirement allowance – accrued obligation
Unamortized net actuarial loss
Retirement allowance – accrued liability
Vacation
Other
Retirement allowance, vacation and other liabilities
Accrued liabilities recorded in the Funds’ financial statements
Unfunded retirement allowance, vacation
and other liabilities (Note 12)
$
75,328
(5,545)
2003
$
72,963
(4,745)
69,783
38,315
8,993
68,218
36,478
8,214
117,091
(5,479)
112,910
(5,185)
111,612
$
107,725
Under the retirement allowance plan (including certain sick leave credits) for the majority of employees of the City,
unused sick leave credits accumulate and employees with specified minimum service requirements become entitled to
a cash payment upon retirement, death or termination of service under certain conditions (not resignation). This liability
was actuarially calculated as at December 31, 2004. The liability excludes net actuarial losses amortized on a straightline basis over 11.2 years, which represents the expected average remaining service life of the employee group.
Amortization is calculated beginning in the year following the year of occurrence of the actuarial gains or losses.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 41
10. TANGIBLE CAPITAL ASSETS
2004
Tax-supported municipal structures, facilities and initiatives:
Streets and bridges
Core area initiative and other special projects
Civic accommodations, equipment and other property
Land drainage sewers
Culture and recreation facilities
Public transportation vehicles and facilities
Protection facilities
Health and social development facilities
Local improvements
$
332,408
147,114
113,496
53,861
53,453
28,493
26,631
4,549
3,973
$
332,544
164,252
108,123
57,593
57,665
24,974
28,346
5,167
3,734
763,978
782,398
82,766
50,679
6,291
88,757
48,032
6,742
139,736
143,531
Self-supporting entities:
Sewage collection, treatment and disposal facilities
Water supply and distribution facilities
Solid waste collection and disposal facilities
$
2003
903,714
$
925,929
Capital assets are stated at cost less accumulated amortization. Accumulated amortization at December 31, 2004 is
$1,167.9 million (2003 – $1,090.5 million).
Gross tangible capital acquisitions during the year was $143.3 million (2003 – $164.4 million), which was reduced by
$46.4 million (2003 – $54.5 million) of internal financing from Reserves and Surpluses.
11. COMMITMENTS
AND
CONTINGENCIES
The following significant commitments and contingencies existed at December 31, 2004:
a) The City has entered into a number of lease agreements mainly for the lease of accommodations for civic offices
and office equipment. Future minimum lease payments totalling $16.9 million are as follows:
Operating Leases
2005
2006
2007
2008
2009
Thereafter
$
4,346
3,892
3,214
2,333
943
2,241
$
16,969
b) The City is a defendant in four significant lawsuits as at December 31, 2004. At this time the ultimate liability is
not determinable. Other contingent liabilities consisting of routine claims for street and sidewalk accidents, property
damage, etc. will be accounted for as revenue or expense in the period which the settlement occurs.
c) The City has also unconditionally guaranteed the payment of principal and interest on capital improvement loans
for several organizations. The outstanding balance on these loans as at December 31, 2004 is $7.8 million
(2003 – $8.0 million).
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 42
12. SURPLUS
Consolidated surplus consists of the following individual fund surpluses/(deficits):
2004
Appropriated:
Equity in Capital Assets
Sewage Disposal System
Waterworks System
General Capital Fund
$
Unappropriated:
Unamortized gain on Winnipeg Hydro
Waterworks System
Fleet Management – Special Operating Agency
Solid Waste Disposal
CentreVenture Development Corporation
Sewage Disposal System
General Revenue Enterprises Fund
The Sinking Fund Trustees of The City of Winnipeg
Equipment and Material Services
Other
Unfunded:
Environmental liabilities (Note 8)
Retirement allowance, vacation and other liabilities
(Note 9)
$
335,267
40,181
9,967
1,293
2003
$
305,951
23,870
7,359
1,247
386,708
338,427
262,772
28,502
25,320
12,462
9,869
6,528
5,445
2,135
806
(639)
271,483
27,779
19,265
12,626
9,222
24,029
4,447
5,144
2,643
(56)
353,200
376,582
(11,000)
(111,612)
(11,000)
(107,725)
(122,612)
(118,725)
617,296
$
596,284
The consolidated surplus represents the City’s combined operating and capital fund balances. Separate disclosure of
the operating and capital funds has not been presented as this information is not readily available.
Equity in Tangible Capital Assets is included in Net Assets which are determined as follows:
2004
$
Non-financial assets
Debt (Note 7)
921,322
(494,840)
2003
$
426,482
507,282
Other surplus and reserve balances
$
Net Assets
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 43
933,764
941,059
(494,672)
446,387
447,798
$
894,185
13. RESERVES
Consolidated reserves consist of the following restricted reserves:
2004
Capital Reserves:
Water Treatment Reserve
Environmental Projects Reserve
Combined Sewer Renewal Reserve
Watermain Renewal Reserve
Brady Landfill Site Rehabilitation Reserve
Library Reserve
Golf Course Reserve
Computer Replacement Reserve
Aqueduct Rehabilitation Reserve
Other
Transit Bus Replacement Reserve
$
Special Purpose Reserves:
General Purpose Reserve
Perpetual Maintenance Fund – Brookside Cemetery
Heritage Investment Reserve
Insurance Reserve
Workers Compensation Reserve
Land Operating Reserve
Economic Development Investment Reserve
Commitment Reserve
Snow Clearing Reserve
Contributions in Lieu of Land Dedication Reserve
Other
Idea Bank Reserve
Assiniboine Park Enterprises Reserve
Housing Rehabilitation Investment Reserve
Stabilization Reserves:
Fiscal Stabilization Reserve
Mill Rate Stabilization Reserve
Other Reserves
$
93,191
51,230
25,132
2,005
1,845
1,821
1,714
1,092
857
703
89
2003
$
79,073
39,175
21,917
1,391
1,576
3,199
1,683
1,143
1,949
551
1,147
179,679
152,804
14,060
9,523
8,888
6,721
6,146
5,920
5,474
4,174
3,272
2,914
1,494
1,336
1,164
1,138
16,923
9,282
8,723
7,145
5,605
6,697
5,608
5,247
9,161
2,405
1,191
1,497
1,031
1,849
72,224
82,364
34,712
27,613
34,246
26,342
62,325
60,588
2,240
2,145
316,468
$
297,901
The change during the year to the Reserves is the result of the following:
2004
Taxation revenue
Interest revenue
Other revenue
Expended from the Reserves
Net transfer to the operating and capital funds
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 44
2003
$
27,728
8,992
8,576
(12,236)
(14,493)
$
28,383
11,105
7,467
(15,570)
(27,155)
$
18,567
$
4,230
14. TAXATION
2004
Municipal and school property taxes
Payments-in-lieu of property (municipal and school)
and business taxes
$
Payments to Province and school divisions
Net property taxes and payments-in-lieu of property and
business taxes available for municipal purposes
Business tax and licence-in-lieu of business tax
Local improvement and frontage levies
Electricity and gas sales taxes
Amusement tax and mobile home licence
$
779,677
2003
$
760,145
44,117
47,643
823,794
(439,062)
807,788
(425,053)
384,732
382,735
60,891
27,479
15,402
3,194
60,853
28,365
15,240
2,803
491,698
$
489,996
The property tax roll includes school taxes of $413.5 million (2003 – $399.3 million) assessed and levied on behalf of
the Province of Manitoba and school divisions. Payments-in-lieu of school taxes assessed in 2004 totalled $25.6 million
(2003 – $25.7 million) and are treated the same as school taxes. School taxes and payments-in-lieu of school taxes are
remitted to the Province and school divisions based upon a formula and schedule set by the Province of Manitoba. If
property taxes are reduced due to an assessment reduction the City is required by legislation to fund the repayment of
both the municipal and school taxes with applicable interest.
15. SALES
OF
SERVICES
AND
REGULATORY FEES
2004
Water sales and sewage services
Other sales of goods and services
Transit fares
Regulatory fees
16. GOVERNMENT GRANTS
AND
2003
$
145,926
93,150
52,529
36,601
$
145,643
88,108
49,491
35,363
$
328,206
$
318,605
TRANSFERS
2004
Province of Manitoba grants:
Tax sharing
Ambulance, libraries and other
Unconditional
Transit
Support
Support for Provincial programs
$
Government of Canada grants:
Canada Mortgage and Housing Corporation
Dutch elm disease program, job training and other
$
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 45
47,343
24,896
19,888
16,854
8,496
(23,650)
2003
$
47,343
27,759
19,887
17,354
8,169
(23,650)
93,827
96,862
174
99
174
46
273
220
94,100
$
97,082
17. EXPENSES
BY
OBJECT
2004
Salaries and benefits
Goods and services
Debt repayment and interest
Grants and other expenses
2003
$
495,701
285,594
129,042
19,234
$
465,442
290,573
133,537
21,451
$
929,571
$
911,003
18. ENVIRONMENTAL LIABILITIES
In 2004, the City has accrued an overall liability for environmental matters in the amount of $11.0 million (2003
– $11.0 million) which represents management’s best estimate of this liability. By their nature, these estimates are
subject to measurement uncertainty and the effect on the financial statements of changes in such estimates in future
periods could be significant.
19. PENSION COSTS
AND
OBLIGATIONS
a) Winnipeg Civic Employees’ Benefits Program
Effective January 1, 2003, the restructuring of the City of Winnipeg’s Employee Benefits Program was completed
with The Winnipeg Civic Employees’ Benefits Program becoming jointly trusteed. The Board of Trustees, representing
Program members and employers, is responsible for overseeing the management of the Program, including the
investment of assets and administration of the Program. The Program is a multi-employer contributory defined benefit
program, providing pension and disability benefits to all City of Winnipeg employees, other than police officers, and to
employees of certain other participating employers. Program members are currently required to make contributions of
6.5% of Canada Pension Plan earnings and 7.5% of pensionable earnings in excess of Canada Pension Plan earnings.
The City and participating employers are required to make matching contributions. In the event of unfavourable
financial experience, Program member and employers contributions can be increased, on an equal basis, to a rate not
exceeding 8% of pensionable earnings.
An actuarial valuation of the Program was made at December 31, 2003, which indicated an excess of actuarial value
of Program assets over actuarial liabilities of $437.7 million. The Pension Trust Agreement specifies how the excess
of actuarial surpluses can be used but does not attribute the excess of actuarial surpluses to individual employers.
However, a portion of the excess of actuarial surpluses is allocated to a City Account that the City and other
participating employers may use to finance reductions in their contributions.
The balance of the City Account at December 31, 2004 is $123.8 million (2003 – $123.8 million). Total contributions by
the City to the Program in 2004 were $10.9 million (2003 – $8.5 million) which were expensed as incurred.
b) Winnipeg Police Pension Plan
Effective January 1, 2003, the City entered into an agreement with its two Police Associations concerning the sharing
of surpluses and risks under the Winnipeg Police Pension Plan. Under the terms of the agreement, the existing
Regular Account (which financed the Plan’s defined pension benefits other than cost-of-living adjustments) and the
Supplementary Account (which financed cost-of-living adjustments to pensioners) were merged into a single account
and the actuarial surplus was used to fully fund future cost-of-living adjustments on all accrued pension and deferred
pension benefits at the rate of 75% of the inflation rate, as well as establish a contribution stabilization reserve to
maintain the City’s contribution rate at 8% of pensionable earnings, which is the same rate as that at which police
employees contribute to the Plan. Future actuarial surpluses, over and above those required to fully fund future costof-living adjustments to pensions at 75% of the inflation rate and the contribution stabilization reserve sufficient to
maintain the City’s contribution rate at 8% of pensionable earnings, will be shared equally between the City and the
Plan members. The City will remain responsible for ensuring the financial solvency of the Plan with respect to benefits
other than cost-of-living adjustments to pensions.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 46
19. PENSION COSTS
AND
OBLIGATIONS (CONTINUED)
b) Winnipeg Police Pension Plan (continued)
An actuarial valuation of the Plan was carried out as at December 31, 2003 and the results were extrapolated to
December 31, 2004. The principal long-term assumptions on which the valuation was based were: discount rate
of 6.25% per year; inflation rate of 2.25% per year; and general pay increases of 3.75% per year. The accrued
pension obligation was valued using the projected benefit method pro-rated on services. Based on this valuation and
extrapolation, the funded status of the Plan is as follows:
2004
2003
Pension fund assets, at actuarial value
$
742,112
$
706,139
Accrued pension obligations
Contribution stabilization reserve
$
685,847
54,036
$
658,800
51,801
$
739,883
$
710,601
The market value of the pension fund assets as at December 31, 2004, is $751 million (2003 – $693 million).
Total contributions made by the City to the Plan in 2004 were $6.9 million (2003 – $6.2 million). Total employee
contributions to the Plan in 2004 were $6.9 million (2003 – $6.3 million). Benefits paid from the Plan in 2004 were
$25.9 million (2003 – $23.9 million).
The expected rate of return on Plan assets in 2004 was 6.25% (2003 – 6%). The actual rate of return net of
investment expenses, on Plan assets in 2004 was 10.3% (2003 – 13.8%).
c) Councillors’ Pension Plan
i) Pension Plan Established Under By-law 3553/83
On November 2, 1992, the pension plan provided to members of Council was terminated, thereby not allowing new
members to be accepted to the plan and current members being entitled to receive retirement benefits once they
become eligible. In 2004, the City paid out $0.3 million (2003 – $0.3 million).
ii) Pension Plan Established Under By-law 7869/01
On November 22, 2000, City Council adopted the policy that effective January 1, 2001, a Council Pension Plan
be created for all members of Council for The City of Winnipeg which is consistent with the Civic Employees’
Pension Plan.
d) Group Life Insurance Plan
Employees of the City who are members of the Civic Employees’ Pension Plan and the Winnipeg Police Pension Plan
must become members of the Civic Employees’ Group Life Insurance Plan and the Police Employees’ Group Life
Insurance Plan respectively. These plans provide life insurance coverage for members while employed and coverage
can be continued into retirement at the employees’ option. Plan members and the City share the cost of basic life
insurance coverage. An actuarial valuation indicated that this post-retirement liability is fully funded.
20. PROPERTY
AND
LIABILITY INSURANCE
The City purchases comprehensive insurance coverage for property and liability with a self-insured retention level of
$250 thousand per claim for most of the policies. The City has established an Insurance Reserve Fund that enables the
City to carry a large self-insured retention level which mitigates the effect of poor claims experience in any given year.
The balance of the reserve as at December 31, 2004 is $6.7 million (2003 – $7.1 million).
21. COMPARATIVE FIGURES
Certain comparative figures have been reclassified to conform with the current year’s presentation.
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 47
Consolidated Financial Statements
Five-year Review
As at December 31 (“$” amounts in thousands of dollars, except as noted)
2004
2003
2002
2001
2000
1. Population (as restated per Statistics Canada)
Unemployment rate (per Statistics Canada)
• Winnipeg
• National average
2. Average total employees
647,600
642,700
639,800
637,000
634,100
5.5%
7.2%
8,788
5.2%
7.6%
8,385
5.3%
7.7%
8,333
5.1%
7.2%
8,870
5.3%
6.8%
8,888
3. Number of taxable properties
Payments-in-lieu
• Number of properties
200,193
199,118
198,827
198,252
192,792
783
872
825
859
898
$ 18,277,925
7,132,230
101,769
$ 25,511,924
18,069,819
7,099,635
104,099
25,273,553
17,711,900
7,011,063
108,179
24,831,142
16,950,454
6,242,499
106,799
23,299,752
17,641,656
5,295,751
108,943
23,046,350
39,395
39,324
38,811
36,577
36,345
27.96%
28.09%
28.23%
26.79%
22.98%
$
40,436
42,761
47,978
45,283
48,333
$
62.44
66.53
74.99
71.09
76.22
29.686
29.686
29.686
32.140
32.809
0.00%
0.00%
-2.00%
-2.42%
-2.00%
127.90
1.91%
125.50
1.78%
123.30
1.48%
121.50
2.88%
118.10
2.43%
491,698
328,206
94,100
55,146
969,150
489,996
318,605
97,082
55,746
961,429
484,220
295,893
94,026
56,769
227,476
1,158,384
480,974
416,408
93,741
50,078
1,041,201
488,334
409,474
92,530
86,460
1,076,798
$
681,186
217,171
31,214
929,571
662,902
218,246
29,855
911,003
640,692
223,814
30,307
894,813
627,964
324,858
27,758
980,580
612,442
307,868
26,566
946,876
$
21,012
46,196
275,655
33,830
31,577
$
18,567
4,230
(12,084)
26,791
98,345
(Unaudited)
4. Assessment
• Residential
• Commercial and industrial
• Farm and golf
$
Assessment per capita (in dollars)
Commercial and industrial as
a percentage of assessment
5. Tax arrears
6. Tax arrears per capita
(in dollars)
7. Municipal mill rate
• Percentage change adjusted for
portioning and reassessment
8. Winnipeg consumer price index
(annual average)
• 1992 base year 100
• Percentage increase
9. Consolidated revenue
• Taxation
• User charges
• Government transfers
• Interest and other revenue
• Gain on sale of Hydro
$
$
10. Consolidated expenses by function
• Municipal operations
• Public utilities
• Civic corporations
11. Growth in Surplus for the year
Growth (Decline) in Reserves
for the year
$
(Note: In 2002, the City conducted a general reassessment which moved from a 1996 level of value to a 1999 level of value.)
(Note: For 2001 and prior years, the revenue, expenses, change in surplus, and net financial assets (liabilities) figures have not been
restated for CentreVenture Development Corporation.)
(Note: The 2001 – 2000 figures include Winnipeg Hydro’s operations.)
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 48
Consolidated Financial Statements
Five-year Review
As at December 31 (“$” amounts in thousands of dollars, except as noted)
2004
2003
2002
2001
2000
$
495,701
285,594
129,042
19,234
929,571
465,442
290,573
133,537
21,451
911,003
433,185
283,703
143,856
34,069
894,813
437,557
340,983
176,253
25,787
980,580
435,028
299,586
189,312
22,950
946,876
$
439,062
425,053
414,140
395,404
380,905
$
486,790
35,092
175,050
37,739
734,671
239,831
494,840
1.94%
489,974
33,606
177,429
39,372
740,381
245,709
494,672
1.96%
576,659
38,007
204,833
39,890
859,389
363,097
496,292
2.00%
631,332
42,607
419,957
40,892
1,134,788
405,865
728,923
3.13%
636,340
42,782
419,517
41,881
1,140,520
353,101
787,419
3.42%
$
143,286
164,384
157,511
135,693
124,075
$
16,290
6,553
6,281
5,499
5,019
3,115
1,192
1,120
950
347
46,366
96,920
15,398
3,837
6,541
9,237
4,514
1,080
4,170
3,458
1,187
5,072
54,494
109,890
18,074
2,681
8,964
4,865
3,412
1,635
8,242
935
3,900
10,000
301
63,009
94,502
16,957
1,709
7,940
3,686
3,749
1,601
5,659
453
4,645
6,727
53,126
82,567
17,532
1,058
7,399
3,500
3,333
4,813
792
1,200
1,994
41,621
82,454
16. Net financial assets (liabilities)
$
12,442
(46,874)
(98,690)
(576,326)
(668,103)
17. Reserves and Surplus
• Reserves
• Surplus
$
$
316,468
617,296
297,901
596,284
293,671
550,088
305,755
270,076
278,964
236,246
116,000
116,000
116,000
116,000
116,000
8,977
674,619
2,335
8,344
649,071
2,208
8,719
427,028
1,451
7,938
372,969
1,290
7,893
475,691
1,044
(Unaudited)
12. Consolidated expenses by object
• Salaries and benefits
• Goods and services
• Debt repayment and interest
• Grants and other expenses
$
13. Payments to school authorities
14. Debt
• Tax-supported
• Transit
• City-owned utilities
• Other
• Total gross debt
• Less: Sinking Fund
• Total net long-term debt
Percentage of total assessment
$
15. Acquisition of tangible capital assets
Gross purchase
Less: internally financed
• Combined Sewer Renewal
• Other
• Watermain Renewal
• Transit Bus Replacement
• Sewage Disposal System
• Waterworks System
• General Purpose
• Aqueduct Rehabilitation
• Environmental Projects
• General Revenue
• Frontage levies
• Equipment and Material Services
18. Area in acres at the end of the year
19. Construction
• Permits issued
• Value
Housing starts
$
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 49
Consolidated Financial Statements
Five-year Review
As at December 31 (“$” amounts in thousands of dollars, except as noted)
CONSOLIDATED EXPENSES
BY
1000
FUNCTION (1)
800
Thousands ($)
Civic Corporations
Public Utilities
Municipal Operations
600
400
200
0
CONSOLIDATED REVENUES
BY
SOURCE (1
AND
2004
2003
2002
2001
2000
2004
2003
2002
2001
2000
2004
2003
2002
2001
2000
2004
2003
2002
2001
2000
1200
2)
1000
Thousands ($)
Interest and Other Revenue
Government Transfers
User Charges
Taxation
800
600
400
200
0
RESERVES
AND
1000
SURPLUS (1)
800
Thousands ($)
Reserves
Surplus
600
400
200
0
GROWTH
IN
SURPLUS
FOR THE
YEAR (1
AND
50
2)
45
40
Surplus
Thousands ($)
35
(1) Figures for 2001 – 2000 exclude CentreVenture
Development Corporation and include Winnipeg Hydro.
30
25
20
15
(2) Excludes the gain on sale of Winnipeg Hydro in 2002.
10
5
0
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 50
Consolidated Financial Statements
Five-year Review
As at December 31 (“$” amounts in thousands of dollars, except as noted)
SUMMARY
OF
1200
CONSOLIDATED LONG-TERM DEBT (1)
1000
Thousands ($)
Other
City-Owned Utilities
Transit
Tax-Supported
800
600
400
200
0
NET FINANCIAL ASSETS (LIABILITIES) (1)
2004
2003
2002
2001
2000
2004
2003
2002
2001
2000
100
0
Thousands ($)
-100
-200
-300
-400
-500
-600
-700
PRINCIPAL CORPORATE TAXPAYERS
Total 2004 Municipal
and Business Taxes
(in millions of dollars)
Ontrea Inc.
$ 3.5
Centra Gas (Manitoba) Inc.
$ 3.4
OPB Realty (St. Vital) Inc.
$ 2.8
Canadian National Railway Co.
$ 2.0
Canada Safeway Limited
$ 1.9
CITY OF WINNIPEG
2004 CONSOLIDATED FINANCIAL STATEMENTS | 51
KEY CITY CONTACTS
His Worship
Mayor Sam Katz
Phone: (204) 986-2171
Fax: (204) 949-0566
Robert P. Gannon
Jo-Anne Ferrier
Richard Kachur
Annitta Stenning
Michael Ruta
Ursula Goeres
Shannon Hunt
Chief Administrative Officer
Phone: (204) 986-2323
Fax: (204) 949-1174
Chief Financial Officer
Phone: (204) 986-2378
Fax: (204) 949-1174
Corporate Controller
Phone: (204) 986-7986
Fax: (204) 944-1184
City Treasurer
Phone: (204) 986-2186
Fax: (204) 949-9301
City Solicitor
Phone: (204) 986-2408
Fax: (204) 947-9155
City Clerk
Phone: (204) 986-2428
Fax: (204) 947-3452
City Auditor
Phone: (204) 986-2425
Fax: (204) 986-4134
52
Doowah Design Inc.
Photo Credits
Canada’s Royal Winnipeg Ballet
/Phil Hossack
Page 12
The Company in A Cinderella Story
City of Winnipeg
Cover
Child in play structure
Page 2
Millennium Library
Page 8
Mayor, State of the City Address
Page 8
Red River Downtown Campus
Page 10
WFPS at work
Page 10
Mayor, Japanese sister city, Setagaya
Page 10
Neighbourhood
Page 12
MTS Centre
Page 16
City employee at work
Page 20 Robin Williams movie set
Page 22 Neighbourhood library
Page 24 Waterfront Drive
Page 52 Public Art
Inside back cover
James O’Connor,
Family in the park
Dave Reede Photography
Page 5
City from the river
Park in the fall
Page 11
Neighbourhood
Page 20 Forks fireworks
Page 21
Ice skating
Page 52 St Boniface Basilica
Destination Winnipeg Inc.
Page 18
Portage Place
Destination Winnipeg Inc./Gord Peters
Page 9
Happy children
Page 9
Downtown
Page 20 Bomber fan
Destination Winnipeg Inc./
Juncatta International
Page 14
Forks at night
Page 22 Forks Market
Page 22 Soccer in Memorial Park
Doowah Design Inc.
Cover
MTS Centre
Downtown Biz
Page 12
BIZ Patrol
Exchange District Biz
Page 11
Downtown
Page 11
Market Square
Page 18
Market Square
Tobias Beharrell Photo
Page 7
Geese in flight
Folklorama - Canada’s Cultural
Celebration; Andrew Sikorsky
Page 5
Folklorama
Page 12
Folklorama
Page 52 Folklorama
Winnipeg Fringe Theatre Festival/Bruce Monk
Page 52 Free stage
Larry Isacoff
Page 24 Dragon Boat Races
Manitoba Hydro/Mario Palumbo
Page 16
Power Smart Winnipeg Jaycees
Santa Claus Parade
Winnipeg Jazz Festival
Page 16
Free Stage
Metro Studio
Inside front cover
City employee, Aerial Downtown
Page 1, 8, 10, 12-14, 16-24, inside back cover
City employees
Page 4
Mayor
Page 6
CAO
Shakespeare in the Ruins/CMK Hull
Page 16
Michelle Boulet, Debbie Patterson &
Arne MacPherson in As You Like It
Winnipeg Blue Bombers/Dave Darichuk
Page 8
Winnipeg Blue Bombers
Winnipeg Folk Festival
Page 24 Fans
Winnipeg Goldeyes Baseball Club
Page 5
Game
Winnipeg Jazz Festival
Page 16
Market Square Stage
Winnipeg Minor Basketball Association, 2004
Page 11
Basketball
Winnipeg Police Service
Page 3
City employees
Page 9
Traffic Police
Page 15
City employee
Page 18
Mounted Patrol
Page 20 Aboriginal standard
Winnipeg Symphony Orchestra/Bruce Monk
Page 10
Winnipeg Symphony Orchestra
“It always surprises me how many stray dogs
we get – many without a licence or any way of
identifying its owner. Sometimes, with a little
detective work, we’re able to reunite a lost dog
with its family. For those whose owners never
come looking, adoption is an option. It’s wonderful
having the opportunity to give great dogs a second
chance at a loving home.”
LORNA VERSCHOORE , Adoption/community education co-ordinator, Animal Services,
10 years with the City
L to R - Lorna Verschoore; Jessie, up for adoption; Theresa Perrier, kennel attendent
510 Main Street
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